I’ve been pretty fortunate throughout my career; I’ve never been fired from a job and I’ve had to fire very few people. I don’t like firing people, it is not only a very unpleasant experience it is a failure of my leadership as well.
As bad as firing someone is, being fired is far worse, research says it is one of the most disruptive and stressful events that can happen during a person’s lifetime.
So firing somebody is a VERY big deal. It should only be done as a last resort; considered only after every attempt has been made to help the person become a valuable member of the organization.
If you’ve hired someone who you later are forced to fire there are really only two possibilities; you either hired the wrong person for the job or you failed to provide them with the tools they needed to perform.
I know there are leaders out there who are freaking out at that last paragraph and to you I say this: Step up and accept responsibility for your decisions. It’s okay to screw up, it happens, it shows you’re human. Not accepting your role in the failure of one of your people diminishes your credibility as a leader.
As bad as having to fire someone is here’s what’s worse: firing someone who had no idea it was coming.
That is about as huge a leadership failure as you can find and sadly, it is very common.
As terrible and as stressful as being fired is no one should be surprised when they hear the words, “you’re fired.”
Your people need to know, clearly know, what is expected of them. Research done across a variety of industries and professions indicted that fewer than 35% of employees say they do. If my math is correct that means that over 65% of employees do NOT have a clear understanding of what is expected of them.
Your people also need to know, with as much precision as possible, how their results will be measured. Leaders who leave “gray areas” when measuring results create stress and lower productivity in their workplace.
If you think you’re “covered” because you conduct annual reviews with your people you’re just kidding yourself. Or, you’re like me, and a lot of others, in that you just don’t like those “performance” conversations. Well tough, you accepted your leadership role so start leading.
Effective leadership requires consistent, somewhat frequent “updates” that are two-way conversations where ideas are exchanged and expectations are discussed and managed.
Most people will either try to meet or exceed your expectations of them. If they are not meeting your expectations then you need to carefully consider whether you have clearly communicated those expectations to them… recently. When your people clearly know what you need from them and they see you as a leader they WILL find a way to deliver.
Your success depends on the success of your people, make sure you give them the chance at success that they deserve.