"You have to get the wrong people off of the bus."
-- Jim Collins, author of Good to Great

Good Firing

As soon as you become a manager of people instead of just things, you are accountable to your organization to be a steward of people's time and the money it costs to employ them. One of the most important lessons I learned in this area was that firing is even more important than hiring.

If you leave a misfit employee in place, it impacts everyone who has to work with them. It causes people to question your judgment and to get discouraged about "who's on the bus".

As soon as you know that an employee is not going to work out, take action. Waiting just makes it harder.

If you find that an employee is consuming more of their peers' time to get their job done than they should, or if their errors create more work than they produce, they are a net drain on the organization, producing negative value.

Similarly, if someone is good at their job technically, but is poisoning the workplace with a negative, critical, unhelpful, or discouraging attitude, even if their own output is good, by impacting the productivity of others, they may be costing more than they produce.

Firing people is really tough work. In business, there is nothing worse to have to do, but you must in order to act for the greater good.

Also remember, you are not doing a misfit employee any favors by keeping them in a position they are not good at. In fact, you are robbing them of time when they could be doing something they can be good at, and thrive in.

Far too frequently, spineless managers transfer and promote people away from their departments, passing off the problem to another part of the company. Eventually, the employee comes to rest in a position where they slowly drain energy and productivity from those around them.

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