Fire To Save Your Business

One of the biggest mistakes a manager can make is not letting people go until the ship is already sinking.

Laziness is seeping all throughout the workplace, and you know how frustrating and discouraging this is when your team doesn’t have your back… or any excitement for the business.

Hours. Money. Talent. All wasted.

People want to work for good people—they want to know they are lead by discernment and wisdom for great results. Firing employees may be one of the hardest, yet most important, parts of the manager’s position. You can’t move forward when you’ve got lazy holding you back.

“As soon as you know that someone is damaging the productivity of the team or preventing the company from reaching its goals, you must act, because the longer you wait, the harder it gets.”

-David Robins, Hardest part of being the boss: Firing people

Avenues to check before letting someone go:

  • Steady feedback was given with no change
  • Goals were set, but not met
  • Expectations were made clear, but claimed to be foggy
  • Tasks were delegated and prioritized, but the job did not get completed

You have to be willing to let low-performing employees sail on and not wreck your corporate ship. So, how do you actually fire someone who’s been dragging down the team? There’s a personal and professional mix—some employees are more like friends, and others are strictly professional—you never want someone to leave on bad terms… at least from your end.

Being ready to listen and react appropriately to their response will also make or break the leave. So, be mindful of the time and place—walking up to their desk and letting them go in front of the crowd may not go over so well!

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Denis Coleman

Denis Coleman is the founder and CEO of Work Compass, a cloud staff performance collaboration software platform that helps teams align their efforts with strategic goals and continuously improve performance. Frustrated with the disconnect between strategy setting and day to day execution and the lack of tools available to managers to help them be great at their most important function …. Aligning their teams activities with strategic goals and actively managing for high performance Denis spent over 5 years researching strategy execution and performance management practices before founding Work Compass to create a software solution. Denis has held senior roles in Ireland, Czech Republic and North America with high performing electronics manufacturing and professional services organisations for more than 12 years. Denis has worked as Finance Director responsible for €800 million in annual revenues for Flextronics International, Key Account Manager responsible for annual revenues of more than €600 million for Dovatron International and Management Consultant for BDO one of Europe’s most successful professional services providers.



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