When the time comes to fire an employee, many leaders struggle to have a fair and consistent process.?After leading numerous teams during my decades in the finance industry, I witnessed leaders and managers mishandling this delicate situation, thereby hurting themselves, the employee, and the company.
This is a big mistake because we are talking about the career and livelihoods of human beings.?Therefore, I am sharing my Firing Right Handbook, so you have a fair shot at keeping everyone’s integrity intact.
These principles work, even when you must fire someone for stealing or other nefarious activity.?However, it is especially IMPORTANT when having to exit someone from the company for nonperformance (i.e., failing to meet goals/objectives).?
?The Five Negative Effects of a Misfire:
- A confused and angry employee who seems “shocked” that this is happening.
- Upset and confused co-workers who now fear or distrust YOU and/or the Company.
- Lost clients and profits as the departing employee seeks revenge by taking key relationships.
- A middle-aged worker who was never told the truth, but given satisfactory annual reviews, that now discovers they are unemployable elsewhere (yes, age discrimination is real).
- Upset clients and unwanted reputational risk to your organization.
?Instead, you can master a few fundamental leadership principles that will help you ensure that you, the employee, and the company did everything they could before having to make the final decision to fire.?
The Six Winning Principles to not Misfire
- Start With the End in Mind (thank you Steven Covey).?When you hire someone, consider a worst-case scenario where you’ll have to let them go and reverse engineer the entire employee experience.
- Provide Formal Monthly Feedback: You can do this in as little as 15 minutes a month.?End each session with the question, “Do you know EXACTLY where you stand in my eyes and the eyes of the company.” Anything less than “yes” on a scale of 10 out of 10 means you have a gap that needs to be discussed.?Your employee should always know where they stand.?
- Take Pride in the Annual Evaluation Process: I’ve seen too many managers complain about the numerous annual reviews they must do.?What message does that send to your employees??How would you like it when/if your boss complains like this to you??Instead, tell your employees that you look forward to providing and getting feedback.?
- No Surprises on the Annual Review: If this is the first time you are telling your employee something good or bad, it means YOU failed to praise or correct them during the year.
- Warnings and Performance Plans: Every HR manager will tell you to document your communications.?If this is a performance issue, you’ve seen it coming, so document the conversations, and if needed, place your employee on a plan that you BOTH agree to and has a path to restoring them to satisfactory performance.?
- “Love them on the Way Out as Much as You Loved them on the Way In.” I learned this from Jack Welch and I believe it’s the most compassionate approach to part ways. On their first day did Security meet them at the door and march them to their desk (maybe), but my guess is you greeted them.?Therefore, stop the “Security escort” on their last day. Show them you care now as much as the day you hired them.?Lastly, ensure they understand their benefit coverages (and be generous).?Remember: Maintain their Dignity and Respect!
So, the next time you see an employee firing ahead, follow these steps. ?
WARNING: Even if you do everything right, don’t expect the parting employee to thank you or fully understand what is happening.?They are a unique individual with their own past experiences, thought processes, and hang-ups (just like you)!?
However, you’ll be able to look in the mirror and see the reflection of a person with integrity and you will no longer suffer sleepless nights over employee (or your own) performance issues.
