LISTEN TO EPISODE 112
"For most managers, firing somebody is the worst part of the job. But when managers look back on their careers and all the people they've had to fire or let go, they rarely regret acting too fast. They regret acting too slow.
When you struggle with this type of decision, there are six questions you need to focus on. And I have an acronym to remind you what they are
It stands for...
Let's run through them.
Trend. Are things getting better or worse? Whatever the case, trends don't lie. You can discount them, but don't ignore them.
Indecision. What if you do nothing? What's most likely to happen? Remember, indecision has consequences too.
Kindness. Have you been fair and considerate? Do they know where they stand? Have you given your time and attention? And how much more can you do?
Timing. Will the decision get easier? It could, but it usually doesn't.
Options. What else can you do? Are there any viable, cost-effective alternatives left?
And finally, Co-workers. What will your team think? Teams know who's underperforming. Remember, high performers don't like working with low performers or bad teammates.
There's the saying: "Hire slow and fire fast."
It means hire with purpose and intention and be decisive about your under-performers. But it's hard because you've got to fill open positions, and someone is better than no one. So, we justify hiring fast and firing slow.
I get it. You don't want to give up on people too quickly. But if you ask yourself these "tick-toc" questions, you won't. And remember, if they're a bad fit for you and a bad fit for your company, you're a bad fit and your company is a bad fit for them. And the most compassionate thing you can do is to help them find success elsewhere."
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