Recently a few of my executive coaching clients have been faced with the challenge of deciding if an employee should stay or go. Employee termination is never an easy decision (in fact, if it becomes too simple or “no big deal” you should check yourself). On the other hand, many otherwise competent managers and leaders torture themselves with the decision, and more importantly fail to take timely action.
I took a look at what I think are the professional qualities needed to make a good employee termination decision and the appropriate actions. They are:
Fairness: Being fair does not necessarily mean all parties will like or agree with the outcome. One test should be if any objective onlooker would say, “This action was not done without malice, prejudice, or the intent to harm” and could you defend your decision to a colleague you respect? When considering fairness, you also have to look at all the people who are impacted by the poor performance or bad attitude of the soon to be former employee. Negativity infects even the seemingly immune; slackers foster resentment. The unfair manager is the one who doesn’t enforce equal standards on everyone and tolerates poor contributors. The fair thing to do is rid the group of the problem and protect the innocent. When terminating someone, it’s rare they will agree with your decision. You hope they will think they were treated fairly but that may only occur with time and distance. Almost more important is that the other employees see you as fair.
Strategic: Good managers, like good generals, are always looking for the edge. This is true with staff. Quality leaders know the talents and contributions of their people, have plans for their future, and prepare them for next steps. When someone doesn’t meet the plan, it is often the time to either find them a better fit, help them acquire the skills or, more often, plan their exit. Too many times the poor manager will alter strategies or expectations to meet the abilities or preferences of an individual(s). This is destructive to all involved — the company, the manager, other employees, and ultimately the employee in question. It is unfortunate, but true; some people can’t (won’t) work within the plan, tolerate change and/or step up. When that becomes an obstacle to progress and doesn’t work within the strategy, a parting must occur.
Intuitive: So it’s March and a client is complaining to me that so and so “just isn’t getting it” and questioning the hire or transfer. In May a similar mention occurs — this time with examples. In June, frustration with the person is beginning to show on my client’s face and by July, it is full-blown anger at themselves and the employee. The question is why don’t we trust our gut from the beginning — there’s the problem.
I have been guilty of this behavior. I’d look back at my interview notes and clearly see I had reservations on a particular trait of the person from the get go. Why didn’t I listen to my intuition? Early in my career I think it was because I didn’t trust that gift and didn’t have enough experience to draw from. I was also clouded by the misbelief anyone was better than no one (not true). I also was too influenced by the opinions or power of others. This was especially true when a senior leader sent me a candidate. Whatever the reasons, I made more bad decisions when I ignored my intuition than when I trusted it.
Integrity: Termination is a dramatic and often painful experience for most people. The goal is to end the employment, not punish or humiliate the person. Staying within integrity is the only way I know this can work. I need to be able to look myself in the mirror and be okay with what I see. It’s not a bad idea to think, “What if the tables were turned and I was being let go?” before coming to any final action. This is not to say you should feel guilty, delay your decision, or violate procedures but it does call for respect of the individual and the standards you and your company wish to live by.
The questions to answer are when — sooner is generally better than later; delaying only prolongs the torture. That said, I would never break the news to someone on an important date (such as their birthday), at a special time of the year (Christmas week can wait until after the first of the year), or en masse. The where — privacy and confidentiality is essential. How they will leave and the manner with which the decision is announced needs to be orchestrated with great care.
I always scripted the termination conversation to be clear and not be driven off topic or sound apologetic. Everyone deserves to leave with their dignity. Integrity also played a role in my fighting for a severance package, continuing health insurance, and honoring their sick time. Basically getting them what they earned and deserved despite performance. Integrity also meant zero tolerance for deceit or theft. In those cases, I believed the reputation of the company and the message to others that justice would be served was the top priority; however that would manifest itself.
There are many steps to an effective employee termination. I think some of the attributes that must come into play include fairness, strategic planning, intuition, and integrity.
Identify with what I’ve just said? Have questions?
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