First, Look in the Mirror
When a leader or manager faces an underperforming team member, the instinctive reaction might be, “Get rid of them now!” A better approach could be, “Can we assist and correct?”
We might dig a little deeper too. Could more be going on in personnel matters than poor performance? Before jumping to conclusions about incompetence, poor intentions, or a bad attitude, could the issue be rooted in the company rather than the employee?
At any level in an organization, there are Interpersonal Idiots,
including very cognitively capable leaders.
People tend to leave bad bosses.
– Daniel Goleman, renowned psychologist and author
Most companies have a structured process for inquiry, discipline, and termination, but processes don’t always uncover the root cause. Could workplace impediments be contributing to the problem? Is the issue tied to organizational structure, unclear roles and responsibilities, management failures, poor communication, personnel conflicts, or an undiagnosed dysfunction within the company? It’s often easier to blame an employee than to confront the possibility of broader organizational shortcomings.
Personal Struggle?
Company officials aren’t social workers or psychiatrists, but we know personal struggles don’t disappear when employees walk through the door. While our aim isn’t to pry, sometimes a team member’s openness about personal challenges can shed light on their performance or attitude—and ultimately, whether they can keep their job.
Simply listening can be invaluable. During tough times, an employee may benefit greatly from a moment of genuine understanding with a supervisor. This could be an opportunity for the company to go beyond HR protocols [see The Pinball Theory of Business & Life]. You may be thinking, “No good deed goes unpunished,” but thoughtful leaders and managers can usually strike the right balance.
Tweak the Job
Sometimes, modifying conditions or roles can resolve issues – benefiting the employee and the company. Recognizing their responsibility in the mismatched placement of Rita as a receptionist, the firm created a clerk position for her and hired a more suitable receptionist. The transition was handled with respect, and Rita, now in a role that suited her, thrived. She remained with the firm until retirement.
Adiós
People are hired for their cognitive (technical, business) skills.
They are fired for their lack of personal skills.
Daniel Goleman, renowned psychologist and authorAfter listening, identifying the real issue, and exploring possible solutions, sometimes the only answer is: This isn’t working. “We wish you well in your next position elsewhere.”
There may be bad blood, but parting ways can still be handled as humanely as possible. An employee once told me, “That’s BS. I’m not going to report to him!” I replied, “That’s fine. You don’t have to report to him. You just can’t work here any longer. You can establish a more satisfactory reporting relationship elsewhere.” I took no pleasure in that conversation, but I said it as plainly—and kindly—as I could (barely) manage.
It’s Personal
Personnel matters are deeply personal—at least to the employee—and should never be taken lightly, especially when parting ways is necessary. Even when termination is self-inflicted, it often brings real challenges for the employee and their family.
We must do what’s required for the company – while avoiding being unnecessarily harsh or becoming insensitive to the humanity of it all. With a bit of forethought—or even a pause—we might just strike the right balance.
