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Question: I have recently been promoted to manager and one of the first things I have to do is fire an under-performing colleague. This is a long-term issue and he received several warnings from the previous manager. I have never fired anyone before, and I have known this person for some years. I am uncomfortable about the task ahead. How should I handle it?
Our Answer: It's a horrible moment. In fact, it's the WORST part of being in a management role.
Procedural items first. Check with your HR leadership or your company lawyer to make sure that every obligation regarding verbal and written warnings has been observed. Clearly, the last thing you or your organization needs is a justifiable challenge to the legality of it. Be sure you know his precise contractual entitlements, when exactly you want him to leave and what his final settlement will be. Be prepared for any questions he might put to you about references.
Consider having another person with you. I know it seems cold and impersonal, but it might be reassuring for you and avoid any later dispute about what was actually said.
Now a couple of warnings:
1. Don't be tempted to say how painful this conversation is for you. It is, of course; but don't expect sympathy from someone you're firing.
2. Do not be tempted to imply that the decision wasn't yours, that it all stems from his previous manager, that you're only carrying out instructions from above and so on. Even if partly true, it sounds cowardly. If you profoundly disagreed with the decision to fire him, I assume you would have declined to do so.
3. Most important - Do all you can to let him retain some self-respect. Remember that he'll have to tell his family what happened. There are different ways of telling the truth - and even under-performers deserve consideration.
Our Answer: It's a horrible moment. In fact, it's the WORST part of being in a management role.
Procedural items first. Check with your HR leadership or your company lawyer to make sure that every obligation regarding verbal and written warnings has been observed. Clearly, the last thing you or your organization needs is a justifiable challenge to the legality of it. Be sure you know his precise contractual entitlements, when exactly you want him to leave and what his final settlement will be. Be prepared for any questions he might put to you about references.
Consider having another person with you. I know it seems cold and impersonal, but it might be reassuring for you and avoid any later dispute about what was actually said.
Now a couple of warnings:
1. Don't be tempted to say how painful this conversation is for you. It is, of course; but don't expect sympathy from someone you're firing.
2. Do not be tempted to imply that the decision wasn't yours, that it all stems from his previous manager, that you're only carrying out instructions from above and so on. Even if partly true, it sounds cowardly. If you profoundly disagreed with the decision to fire him, I assume you would have declined to do so.
3. Most important - Do all you can to let him retain some self-respect. Remember that he'll have to tell his family what happened. There are different ways of telling the truth - and even under-performers deserve consideration.
Content copyright . WrightOne Consulting, LLC. All rights reserved.
Content copyright . WrightOne Consulting, LLC. All rights reserved.