Difficult Conversations Part VIII: Firing Someone
The most challenging conversations I've ever had in my career was when I had to fire someone over performance issues.
It is never easy to "free up your future" for someone. That said, when I've had to take this step, it has always been for the better.
If you suspect it is time to take firmer action with someone, and you are in the position to do so, here are a few tips.
No more denial. Too often, managers will delay, postpone, and avoid holding employees accountable. It's time to get realistic.
It's the person everyone complains about.
It's the person you or your team are consistently absorbing extra work from.
It's the one who makes those huge mistakes and isn't changing for the better.
Now is the time to take action.
Partner with HR. This is not their first rodeo. They have done this before and can partner with you to help. If you don't have an HR department, here's a great article to make sure you are on the right track.
Start with a performance plan. Performance plans can be tedious and time-consuming, but they are necessary to hold both the employee and yourself accountable. Giving someone a final chance toward change is a worthy endeavor, and it puts the writing on the wall for the employee. It also may alleviate some of the headaches the employee usually makes when no one is closely watching them.
Always have a witness. If the employee fails to make progress on the performance plan, it's time to let them go. Work with HR to set a day, time, and location, and always have another person in the room with you. There can be no room for he said/she said.
Have a plan. Make sure to plan how the employee will gather their things, if they will have email access to any groups or aliases, and how to support them for a clean exit. If you have been upfront and transparent with them about their performance issues, usually they will know that this moment is coming. Still, it's essential to have a game plan should things go sideways.
Give yourself permission. My go-to permission slips when I've had to fire someone are "I give myself permission to say the hard things" and "I give myself permission to end the conversation should it become unproductive." Write as many as you need. Build that courage and take the leap.
Get to the point. This conversation is going to be unpleasant for everyone. There is no need for false pleasantries. Be compassionate but straight to the point.
"As you know, we've had a lot of conversations about your performance these past few weeks. Unfortunately, your performance still does not meet our standards, and we're going to have to let you go."
Letting someone go is a heavy lift mentally and emotionally, even if it is the right thing to do. I have been fortunate enough to have former employees thank me for shifting their lives toward different futures. No one wants to be fired, but it does free everyone up to find a better fit.