By way of reminder…
There are NO shortcuts on the path to perfection. Granted, none of us is capable of being perfect. We can, however, master a number of disciplines that lead us toward that end. Here’s one that is NOT optional if you want to build a team that will “run through the walls” for YOU. This discipline is around how you terminate teammates. BUILT TO LEAD Leaders are disciplined in how they recruit, hire, build, and just as importantly, how they fire. Do not make the mistake of looking around for these examples. Sadly, they are rare and often inconsistent. Instead, look inside.
Before you terminate a teammate follow this discipline. Not just when you have the time, not just when it’s convenient, not just when you “feel” like it, not just when the ideal is available; ALWAYS.
1. One on one confront your teammate. Do this in private. Tell them how much you believe in them and how much this pains you to have to hit them with the truth. Tell them specifically what is lacking in their performance. Tell them the consequences to themselves and to the team that you so deeply LOVE. Ask them if they were aware that were falling short. Ask them if there’s anything that you’re missing. Do NOT allow them to make excuses and do NOT allow them to somehow not take full responsibility for their actions. AND, do NOT be unwilling to be swayed by their logical argument, if they have such a case. Here’s a warning toward this end. Too many leaders are easily swayed and develop the habit of only stepping up to these “problem children” when someone else on the team is upset. These leaders are prone to being “swayed” by who ever bends their ear last. Not good. Make sure, when you confront, that YOU have the specifics that need improving and that you have the specifics from first hand knowledge. Instead of listening to “squeaky wheels” listen to your head and heart. Again, look inside…
2. Summarize this candid conversation in writing. Send this only to your teammate and ask for their clarification. Make sure to include the specifics for exactly how they will get their performance back on track. Give them a very short timeframe to close the gap. If this is the first time you’ve had to address performance set a short timeframe and make sure that you identify something that you will do to build into them as well. At a minimum, make sure that you closely “inspect what you expect.”
3. If the performance gap is closed: Congratulate your teammate and high five all over the place. You’ve just turned one up and you’ve just showed them how it’s done. You have demonstrated what it means to step up to performance issues and you’ve set the bar where we want it. You’ve established one of the key disciplines for any performance culture. Good work, builder.
4. If the performance gap remains open: Sit down with your teammate and determine if this gap is due to your teammates inability or to your teammates attitude. Be rigorous in your hunt for the answer here. If you determine that it’s lack of ability, ask them if they agree. If so, ask them how and if they want to close the gap. If they answer, NO you will need to use your wisdom to determine if there’s another role on the team. If there is, follow the hiring process (not covered here) and go from there. If they don’t want to work on closing the gap, and there’s not another role on the team, they’re gone. You made a bad hire. You messed up. Figure out how to let them go with dignity and move on.
5. If the gap is due to attitude. Identify the “why’s” behind this and tell them why their attitude is getting in the way of performance. Put it in writing and inspect. Tell them why this is so important to performance. Tell them exactly what are the consequences if the bad attitude continues. Really try to understand the attitude. Often times this is the easiest to correct. They simply have lost hope in their work and, for many, it’s caused by an “unbelieving” leader. Be willing to change your attitude too.
6. If the gap is ability and they want to work to close it, put them on a 90 day performance improvement plan. Write the specific results that are measurable during this 90 day period. Make sure that they understand that the consequence of not making the 90 day plan is termination from the team. Make sure that all this is clear and in writing. As their builder inspect their progress along the way, at a minimum every 30 days. Come alongside them and encourage them to perform. Remember, you hired this teammate. You brought them onto this team.
7. After the 90 day plan review their performance. If they’ve turned it and made the plan, high five all over the place. Great work all the way around. If not, they and you both understand that they’re gone. Either way the plan works.
Remember, every leader gets exactly the team that he or she deserves. Want a better team? Become a better builder. Become a BUILT TO LEAD Leader that understands that the only culture you want is a performance one. AND, performance cultures are built over time and through adversity. You cannot build one without a disciplined, rigorous, and consistent process for terminating teammates. You cannot build one without being willing to do the REAL, HARD, WORK of turning and closing the performance gaps that exist on every, single team. You cannot build one without being a leader that LOVES turning teammates. Everyone, I mean everyone, is watching…
Stop making excuses. Remember, your teammate that you are planning to terminate, is someone’s son or daughter. Your process for terminating teammates should pass the litmus test of being the same one you hope your daughter or son has the privilege of working under.
How disciplined are you in your process for terminating teammates?
Tell me more…
BUILT TO LEAD 