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NOW FOR THE HARD P A R T

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Firing is awful, both for the person who speaks to the employee and for the

person being asked to leave.

Emotions : guilt and anxiety before, during, and after.

• stealing, lying, cheating, or any other form of ethical or legal breach.

Integrity violations

• More complicated.

Layoffs due to economic downturns

• Main focus, usually turn into mess.

Nonperformance

Reasons:

Don’t need to hesitate for a moment.

Just do it, and make sure the organization knows why so the consequences of

breaking rules also seen and known in the organization.

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More complicated.

Every employee, not just the senior people, should know how a company is

doing.

As a manager get as much as you can and get it to your people as clearly and

frequently as possible. When the time came for the layoffs, people were sad but

they understood.

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Receive the information

Get the information to your people

Employees knew the state of business

Less surprise and frustration

Open-book management

The most complex and delicate kind of firing, when an individual has to be let go

because of poor performance.

• Firing learn on the job while living the most stressful circumstances.

• Never be ready never be get used to fire.

• Most of the time we pursue our instincts.

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There can be some gray areas that make it harder.

3 Big mistakes;

1. Moving too fast

2. Not using enough candor

3. Taking too long

1. MOVING TOO FAST

Richard example “You’ve got to be crazy. We don’t fire people at this

company!”.

-He never missed an opportunity to challenge the authority of the new boss or

her boss, several warnings, an important customer called to complain that his

shipment was a week late)

-A hate-management movement had been launched.

-Employees felt that he had been fired without enough warning, and they

complained they no longer trusted the boss or the organization.

-Behind closed doors chatting.

-Productivity dropped.

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-Can not make a clear performance feedback, give mixed messages about

“working smarter.”

-In the firing speech she reminds the positive feedbacks-the mixed messages-

-Both sides are angry and frustrated, employee find the situation insulting.

Result

Every employee who leaves goes on to represent your company. For the

next five, ten, or twenty years, they can bad-mouth or praise.

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2. NOT USING ENOUGH CANDOR

Gail example

-Gail’s friendly to everyone, she tries hard,

and she’s been with the company for

years, she is cheerful when you try to warn

her.

-Manager hides the negative feelings.

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-Everyone knows a person is about to be fired, including the person himself, but

the boss waits a long time to pull the trigger.

-The result is enormous awkwardness in the office

-Everyone around avoiding the person as much as possible.

WHY?

No one likes to do it, and so the event often gets delayed.

Bosses try to show the necessity of firing the person to the victim’s peers.

Being careful than moving faster.

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3. TAKING TOO LONG

Dead company. They can Man Walking

effect

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A good performance evaluation process informs and prepares people in the

fairest, most open way.

If people know where they stand, in fact, a firing actually never happens. Instead,

when things are not working out, eventually there is a mutual understanding that

it’s time to part ways.

The possibility of parting ways will have been raised and discussed openly.

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NO SUPRISES

Eliminate the gray areas regarding the

performance.

Open Communication & Mutual Understanding

about the goals and ability to meet these

expectations.

PREVIOUS CASES NEVER CAN BE ELIMINATED BUT CAN BE LESS

COMMON EVERY YEAR.

Understanding the emotional timeline of the experience.

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MINIMIZE HUMILIATION

For the boss, the timeline begins long before the

actual event

Employee usually optimistic until the end. After the new his self-esteem is on the floor.

Feel nervous, frustrated while

prepare for it.

feel relieved and anxiety flow out

after delivering the bad news.

If you’ve done everything right, he won’t be

surprised, but he could still be feeling

terribly sad and hurt.

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MINIMIZE HUMILIATION

Although the employee has done a poor job, and has waste your time and

energy already; until he departs, your job is to make sure he doesn’t feel like

a freak.

Build up his self-confidence. Coach him. Let him know there is a good job for

him out there, where his skills are a better match. You may even help him

find that job. Your goal for the fired employee is a soft landing wherever he

goes.

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Firings are a part of business.

If you handle them right, they’ll never be enjoyable, but they can be tolerable

for all involved.

The legacy of a firing lasts a long time, for the boss for the company and, the

person who has been fired.

If your company is collapsing, you can handle the situation by open

management strategy.

If someone has an integrity violation, the person should be fired as soon as

possible.

The most difficult part is regarding the gray area.

Remember that every time there is a parting of ways, you own the process.

When it’s time to let someone go, do it right. No surprises. No humiliation.

A firing may take an hour, but someone’s departure can take six months.

You’ll save a lot of pain—and preserve a lot of pride—if you don’t rush it.

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