Letting Go of Emotional Deadwood

[tconnor]

Management Tips #238
Letting Go of Emotional Deadwood

In every organization there is at least one employee who has “retired, given up, permanently lost his or her motivation in the organization or has burned out beyond repair.” There can be many other personal reasons why an employee become no longer productive regardless of their position. I am not suggesting that you arbitrarily, without any conscious, let go of people who have lost it. I am suggesting, however, many times letting this person go is the best thing you can do for them as well as your organization.

I’ll bet at least one of you reading this has worked for an organization at some point in your career where everyone in the organization knew of a particular employee who should have been terminated – for whatever reason but wasn’t. I will also wager that the consensus of the employees who worked with, or for, this individual was “why hasn’t management or senior management acted on this issue yet?”

Keeping emotional deadwood is often difficult due to a variety of circumstances – either personal on the part of the employee, or yours as their manager or supervisor. Keeping them, when they are beyond salvaging, does both you, the organization or department and the employee unnecessary damage.

When you hang onto these people, you send a loud and clear message to your other employees that you, for whatever reason, lack the management ability, courage or decisiveness to act on a difficult situation. This lack of confidence on the part of your employees will eventually impact their respect for you as a leader in other areas that may affect overall organizational effectiveness, productivity and success.

Terminating any employee is a difficult task for most managers, unless of course one is a direct descendant of Attila the Hun. Here are a few ideas to consider when considering letting an employee go:

1. When you realize you have made a hiring mistake, fix it quickly.
2. Never let your concern for a personal relationship with an employee prevent you from doing what is best for your organization, and them.
3. If you have decided to terminate an employee, check with your human resources department, attorney or some expert on the information you should keep, as well as the best method for handling a situation that could prove difficult.
4. Always give the employee the benefit of the doubt by advising them of your dissatisfaction and permitting them the opportunity to change or improve.
5. Try a 30, 60 or 90 day probationary period prior to letting them go. Although, keep in mind that they may make the changes necessary for the 30 days, but then fall back into previous behaviors after the period is over. Be vigilant.
6. Always conduct an exit interview with a terminated employee. They may give you valuable information or insight that you wouldn’t have otherwise uncovered.

During my consulting career I have witnessed a number of situations where an employee should have been let go but wasn’t. I have also observed on a number of occasions where an employee shouldn’t have been let go was due to the fact that they may have been perceived as a threat to upper management or seen as a trouble-maker due to their outspoken style.

Often this issue – whether keeping a poor employee or letting a good employee go - is more a function of the corporate culture or management style and emotional security of the supervising manager than the performance of the employee.

Before you act either too quickly or too slowly I urge you to carefully evaluate your real intent or personal agendas before making your decision. But once you have made it for better or worse implement it. Waiting serves no purpose for anyone in the long run.