By Sallie Krawcheck, Chair Ellevate
If you go into management, chances are pretty good that at some point you're going to fire someone. Maybe the fit isn't right, the work quality isn't there, the mistakes have added up, or the business focus is changing. Regardless, it's AWFUL.
Here's what not to do... and I've seen each of these mistakes made up close, and made a number of them myself:
Make it about you: Don't go on about how awful this makes you feel. Of course it does. You will feel bad (unless you're a psychopath); you may feel sick. But no matter how badly you feel, the person you're firing feels worse. Your emotions are very secondary, and spending time on how YOU feel while you're firing the person is way off-base.
- Wait until Friday at 5 p.m.. Many people want to put this off as long as they possibly can. But waiting until the bitter end of a week leaves the person you're firing without a lot of cushion to ask questions or confer with HR or catch their breath before heading home.
I've written before that companies all seem to want to build networks. Well, most have one: the people who used to work there. (See: A Fundamental Rethink of the Investment in Your Employees.) It is fascinating that well-run, up-or-out companies like McKinsey and Goldman Sachs have "alumni" who speak well of them and send them business. It is in part because they thoughtfully and respectfully manage the exit process. How much business do you think the guy you had escorted out by an armed guard is going to send you....ever?
What did I miss?
This article was initially featured on LinkedIn