Matt Lloyd Mobe Review – Believe it or not, firing people is always a manager’s hardest task. They always have a team at their side in every success. But what happens if the team fails to deliver?It’s every manager’s role to ensure that he or she produces a high-performing team. High performers provide valuable returns—they can improve your product or service, giving it a competitive edge that ultimately defines your company’s stance as a gold standard bearer in the marketplace. Everyone dreams to have a team like that.There is always a chance that a manager becomes attached to his or her team. Hence, comes the difficulty in letting a teammate go, even if it is for the best interest of the company.
Letting an employee go, under certain circumstances, might be the best course of action even for the employee concerned. During situations, it is best to weigh your reasons and options, including the effects of the actions that you want to take. Read on to learn how to deal with such cases while mulling over your decision.
Bad, Good, Great? Perspective Plays a Role.
First of all, you need to find out whether the employee concerned is bad or good or has the potential to exceed your expectations. You can further categorize employees based on behavior and performance—they can either be dividers, subtracters or adders. Once you’ve classified your staff members, you could then determine the corresponding action for each of them.
A divider is one who creates strife in a team. They are the low performers who prevent your business from achieving even the most basic and simplest objectives. They pull everybody down.
A subtracter, on the other hand, is a toss between a great and bad employee with mediocrity at its finest. They have potential to be great and have some skills beneficial to your company and some have been with your company longer than others. The thing that frustrates you is that they don’t seem to care enough, not to mention they incessantly side with choices that make you want to pull all of your hair out.
Adders are your superstars and your aces. Everyone wants these outstanding individuals to be part of their group and each employee can be a superstar in his or her own right.
It’s easier to decide the fate of adders and dividers. Obviously, you need to let go of a divider. You can’t afford any more screw-ups in your team and have it affect the rest who are doing well. Comparatively, the subtracter is on the brink of either being a divider or an adder. How do you decide then? Some think they have it all figured out, but it’s a lot trickier when you’ve become close to them or when you start imagining a courtroom drama in real life.
Your job as a manager, among other things, is to lead your team to successfully fulfill projects which you can only do by employing the right people. Should there be any problems in between tasks, you’ll need to weed out the weakest link.
When to Say “You’re Fired” to a Subtracter
Always prepare to let go of relationships that do not work in spite of efforts. Of course, everyone deserves proper and due process, no matter how much they drive you crazy.
Furthermore, ask yourself the following questions to shed light on the best course of action when you’re hesitant in letting a team member go. Remember that you need to be fair and just—all the time.
1. Is the employee meeting his Key Result Areas and duties?
You can’t just fire a person because you don’t like them. That could seriously turn into a lawsuit for wrongful termination. Turn to the job description to find out if there really is a case for termination similar to doing performance reviews. Depending on the job description, do a thorough assessment of the performance task by task, if you want to be specific. At the end of the day, what you want is the best for everybody, even for the “good enough” employee.
If your employee turns out to be a subtracter and has been failing to meet his KRAs, you might want to look into turning him or her into an adder. You might want to consider that option as well because you’ll never know if you’re dismissing an untapped talent.
2. Can you find a replacement that brings more value?
No one is indispensable. There is always another person who can do a better job. In some cases, other candidates may not be as experienced as the “good enough” employee, but they show great potential. Finding a superior candidate certainly gives you a sign that it might be better to let go and look at other possibilities.
Keeping a mediocre worker in your payroll has its costs and is usually a high one. Not only do they divert the management’s efforts and time, but they can also erode your mark of service excellence with unsatisfactory performance and unfavorable attitude. They might also dent your business’s relationships with customers because of their lack of enthusiasm, absenteeism and high tardiness. Additionally, their high maintenance and high error rate could prevent you from realizing future opportunities and revenue growth.
Replacing an employee is costly, but it is more disadvantageous to maintain a non-productive employee at the expense of the entire team.
3. Will letting go of a mediocre employee cripple your company?
Think about what you will feel if the employee concerned turned in his resignation today. Will you counter offer? Will you stop at nothing to keep him on the team? Or will you feel relieved and jump quickly to the Human Resources office?
If you answered yes to the last one, then it’s time to let him or her go. You are usually required to believe in each of your teammates’ skills and what they bring to the table. However, if one of them is not up to par with the others or have been consistently wreaking havoc to your company’s productivity, then it is unfair for the rest to keep him or her.
You hate to say it, but the bottom line comes first than any of your sentimental reasons. There are expectations to be met; and if things are not working accordingly, some aspects of your company suffers making things difficult for you. However, you might need to bear in mind that sometimes the problems are not always the not-so-good employee’s fault.
Addressing performance issues head on will help you solve the bigger responsibilities in the company. It is often easier to dismiss someone if he or she isn’t even trying, but if a worker is genuinely trying his or her best to perform, it makes your heart ache a little to show him or her the door.
You’ll surely face these circumstances at one point and if that happens, the right thing to do is to handle the situation using a feedback sandwich: being honest and straightforward but still considering the good points.
While it may sting a little (or a lot depending on how emotional your employee is), this gesture is far kinder than shoving a person out of your office when all of your patience runs out. The same goes for any kind of relationship; you would much rather see the writing on the wall than be blind-sided. Honesty goes a long way and the employee won’t feel that you’ve betrayed him or her in any way.
Make sure that everybody in your group understands the management’s expectations at the very beginning. If possible, create a document that everybody agrees on. This is why policies and SOPs are created, to ensure that everyone does their part and that everyone is on the same page.
Be mindful that firing is not the only option. It is not the expected outcome for all of the “good enough” employees that you encounter. As mentioned, categorizing them according to how they affect the entire group is one way to decide what course of action is best to take.
Whatever action you have to take, do so with empathy to make better decisions and communicate your concerns well with anyone on your team.