Making Painful Termination Decisions
What I hear people ask, and what I tell them.
My answers are in green.
- The situation can’t be as bad as all that?
Frequently it is worse... and your staff knows it. - If I get rid of this person, who will do the job?
The people who are already doing that person’s work.
A new hire who will be marvelous.
Amazingly little work was getting done anyhow. - But he has a wife and children.
We all have obligations, and you have obligations to do what is best for the group as a whole. - Of course, he must know he hasn’t been doing a good job?
People have incredible abilities to overrate themselves and deny reality. - I’m retiring in a year; maybe I shouldn’t make a change?
A year is a very long time to do nothing, and do you want NOTHING to be part of your legacy?
A checklist:
Questions for you to answer:
- How clearly does the employee know what is expected of him? Are you sure?
- Does the employee know that his performance/behavior
is putting his employment at risk? - How well have I coached and counseled the employee?
- Should I do more coaching and counseling, and for how long?
- What other options do I have that would make this person worth keeping?
- How do these options fit in the big picture?
- How consistent have I been in holding this employee accountable?
- Who will do the work when this employee is terminated?
- What is best for this employee’s future in the short-term and long-term?
- What can I do to help this employee move on?
- Why am I still not making the painful decision?
