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How To Fire Someone (How To Fire an Employee Gracefully)



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hi there I'm Dan Martell serial

entrepreneur investor and creator of SAS

Academy in this video I'm gonna share

with you how to fire an employee

gracefully without feeling horrible but

do it in a way that gets the job done

make sure that you're clear and there's

no misunderstandings and be sure to stay

to the end where I share with you a

framework called the weekly sync which

would probably have allowed you to

identify and support that employee a lot

quicker maybe they were still gonna go

but this structure of a weekly meeting

format will really get you clear I'll

share with you how to get that at the

end so I have a belief that it's hire

slow fire fast now that doesn't mean

that I sit there and I drag my feet as

I'm building a people plan and trying to

hire talent I do have a talent pipeline

structure that I'm gonna teach in a

future video but the whole idea is that

there's a lot of Hoops that people need

to go through to make sure that they're

the right fit for your team but after

all of that after personality

assessments video submissions test

projects all that stuff you can still

get somebody that's just an

underperformer they might have started

as a rock star and then slowly degraded

over time for whatever reasons and those

are the situations where you got to act

and you got to let them move on you know

I had an employee she worked in my

community management department and she

was incredible she had all the the drive

she got it she wanted it she had the

capabilities she was amazing great

culture and just continuously made a

mistake continuously made mistakes and

I'm gonna walk you through the process

that I use to not only let her go but to

make sure that she never felt like it

would a blindsided her I think that

there's if you do things right my belief

is if you have somebody that's

underperforming and you know right

here's a great question if I fired

everybody that worked for you right now

and in three months three months down

the road I gave you permission to hire

them back who would you enthusiastically

hire back that's the questions gonna be

a clear and who makes that list so if

you do it right though they're not gonna

feel blindsided it's good not gonna have

an impact to your business and it's

going to make you feel good about the

because here's what I believe they will

never be a star in your business today

but they could be an incredible resource

at another company at the right company

but you holding them back from its from

even discovering that isn't fair to you

or your team so here are the five things

the five steps in letting somebody go

gracefully number one prep the accounts

this means looking at the body of work

they're working on all the different

logins all the different accounts all

the different team members that they've

been interacting with all the different

projects they've been accountable for

and audit that make sure that you have a

clear understanding that if they move on

that you've already thought through all

the different levels of access they had

you may not even have the password for

certain accounts you may not even know

the name of a vendor that they've been

working with to get a certain project

completed so you want to do a quick

audit and prep all the accounts to make

sure that you have a hit list that as

soon as you have that conversation with

them that you've got an action plan to

transition work and/or migrate accounts

to somebody else number two

schedule the sit down this to me is the

most important if you're gonna let

somebody go especially if they've been

with you for a while you owe them the

courtesy of sitting down I - I you want

to look at them and let them know hey

this is where we're at this is what's

happening don't do it over email

definitely I mean video if you have to

but at the end of the day I just think

if somebody has been giving you their

work and you've been working with them

on a team it is your responsibility to

sit sit down with them and have that

conversation person to person it doesn't

have to be long it should actually be

short but do that and schedule it number

three this is not a discussion I think

the biggest mistake that people make

when they let somebody go is they say

hey here's how I'm feeling and it's just

not working out for me how do you feel

and then all of a sudden they're saying

well things are going great I don't

understand I know that I haven't been

hitting my numbers and I know things are

going a little tough but what do you

what do you mean what are you trying to

say right now and then all of a sudden

it turns into this crazy discussion

about well yeah it's not my fault you

didn't do this and you said this would

happen and then all of a sudden I had to

do all this extra work and it's like

whoa whoa whoa at the end of the day

it's not a discussion

it's very clear sit down

let them know your position is no longer

available at this company today is your

last day here's what's gonna happen next

I just want to let you know how much we

appreciate the time that you've given to

the company in the organization and we

wish you all the best if you can support

us in the transition I'd love to to

write your recommendation to the next

role because a lot of times the person's

actually talented these are the toughest

ones but this is to me the way I've seen

it they're talented they're just not

gonna work for you they I mean if you

run a high-performing SAS environment a

team a high-performing team there's a

lot of people that have be rock stars at

other companies because they're just not

as demanding and they don't have as high

of a need and the quality of work is

just not where you need it

and you could refer to them to somebody

else and be totally authentic about that

so I always like to just let them know

like hey this is not a discussion

today's your last day if you help us

with the transition here's what we can

do to support you in that and if they

want to play ball good if not that's

okay you execute the transition plan

number four remove access this is

probably the biggest pain that shows up

after you've let somebody go is when you

didn't have a plan to remove access to

certain logins to accounts to

information I've seen situations with

clients that I coach where you know a

key staff VP of Sales takes off and

takes their whole count database with

them their customer list I mean these

are just challenges that you don't need

if you're just prepped and you do it so

if you do all the prepping the account

at the beginning and then you have the

list of projects that need to be

transitioned or access etc and you make

sure that all the logins are reset the

emails are redirected to the right

people so nothing gets dropped then it's

actually a really straightforward it

might take a couple hours of work but

then it's done and ideally you do it

during the meeting have somebody on your

team your administrative your admin team

execute the you know read the the re

setting of the passwords and the

authentication and the redirecting of

who owns what assets and documents while

you're having that discussion let them

go so that way when they're done

everything's done if they need access

from you to something that was personal

they can ask for it you can get it for

them on their behalf and that's the way

I deal with that number five communicate

the reason I think this is probably the

thing that's going to hurt

businesses the most because you're so

into it as the founder as the leader

you're so into the the person and what

we're they've fallen short and your

frustrations that you don't realize that

from everybody else was perspective they

look like they were doing a good job

yeah they weren't you know as active in

meetings and you know always showing up

for the team outings and all that stuff

but man firing them that's that might

seem a little a little bit much for a

lot of people they might actually just

like totally disagree with your decision

and if you don't communicate to the team

if you don't take the time to set up a

quick 15 minute call with your team send

out an email let them know the reasons

and for me map them back to the values

to me we hire and fire against values

and as we're communicating why that

person's no longer on the team we have

to map it back to these are the things

that we expect of our of everybody on

our team including myself and when

they're not being followed or they're

not being done at the level that we

require then unfortunately that role is

no longer available for that person in

our company they're gonna go on do

amazing stuff and we're gonna find

somebody incredible to to backfill and

take that position over so just make

sure that you communicate with the rest

of the team and you don't leave it this

open-ended what happened to that person

because how you treat that person I call

them alumni how you treat something

that's no longer with your company is

gonna have a huge impact on how people

show up on a day to day basis because

they don't want to feel like as soon as

they're no longer part of the

organization you're gonna talk crap

about them you're gonna blame them for

everything that's not what I'm talking

about I'm just talking about just being

upfront letting people know where the

performance fell short and it's totally

cool they're gonna be awesome and you're

gonna support them in that transition so

five steps to fire an employee

gracefully number one prep the accounts

so you know what projects they were

working on and who needs to be

transitioned access number two schedule

to sit down do it face to face number

three not a discussion it's not sitting

there as a performance review that is

the decision it's been made they're

moving on number four well you're having

the meeting remove access so that that

way it's clean it's done there's no

questions they need something you can

always ask and number five communicate

the reason to the team so that

everybody's clear where that person fell

short

so that is how you fire somebody

gracefully from your organization but at

the beginning I mentioned an incredible

resource called the weekly sink that

allow you to get clear with your team on

who's doing what and what big rocks they

need to move forward to grab your copy

click the link below and download that

it has the agenda structure that I use

on a weekly basis to build and maintain

and train my high-performing team so my

favorite parts of that is the big rocks

and the scorecard so you can get a copy

with the link click to that below get

your copy and if you like this video be

sure to click the like button subscribe

to my channel and if there's somebody

you care about that you think this could

serve feel free to share it with them

directly as per usual I want to

challenge you to live a bigger life and

a bigger business and I'll see you next

Monday yo yo fire that's what you don't

want to do you're fired you're fired

you're fired