Vol. XVII

Dear Manager,

One of the most difficult realizations for any manager is the conclusion that an individual is no longer suited for their organization. We should not assume that all individuals are suited to work with one another, yet it is often our nature as managers to give every benefit of the doubt to the members of our team. Our investment in our staff is substantial, and only after every possible option has been exhausted should we seriously consider making a change. Change is painful, yet all of us at some point must come to the conclusion that change is our only option. When is it time? Have we given the individual every opportunity to succeed?

This topic takes me vividly back to the first time I was faced with “firing” an associate. I anguished over the decision for days, yet with every thought process my decision was obvious. I was convinced that when the day of “firing” arrived, I wouldn’t even like the individual. If only I didn’t like them, it would be so much easier!

With my conversation prepared, I scheduled an appointment for the next day. By the time of the appointment I could feel my heart race, and the anxiety building towards the conversation at hand. I suddenly felt the need to apologize for what I was about to say. Aware of the difficulty I was having, it was ultimately the associate who suggested that our business relationship had simply not worked out, and that it would probably be best if they looked for a new position. Without knowing, my decision had become obvious to both of us. The associate was very matter of fact about the decision, as I proceeded to melt down in my chair. In similar circumstances, I have since been able to better manage my thoughts and emotions, but that first one can be tough!

I learned on this occasion that in a performance-related termination, there is never the need or justification for management to create the element of surprise. Let’s look at the alternatives.

In many cases, the signals of an ineffective relationship will become evident early on. As managers, we know there’s a learning curve and understand the dynamics and adjustments of getting started. On occasion, however, nothing (or very little) gets started.

In these instances I have found the only solution is to maximize your support efforts to determine the problem. These types of early concerns will seldom solve themselves. Your options are to solve the problem . . .. or to solve the problem. Begin by giving very specific and attainable objectives for the short term. Determine if the individual fully understands the objectives, and is willing to accommodate your needs and expectations. STAY CLOSE to this individual. Two or three conversations/meetings on a weekly basis may be required. Once again, accept the fact that these situations will not solve themselves. Valuable weeks and months can be lost by management’s willingness to simply “see how it goes.”

Within four to six weeks of this intensified relationship, your options should become very clear to you and the individual involved. Either you have resolved your initial concerns or, effectively, they have taken themselves out. Once again, because of your committed efforts to assist in their success, your conclusion to make a change should not come as a surprise. You have now given your best efforts to this individual, this position is not suited for them, and it is in both of your best interests to move on.

This thought process could also be used for a territory that has succeeded in the past, but has recently fallen below your expectations. First, meet with the individual to determine if there are some personal issues that may be affecting their performance. If this is the case, I believe you, as their manager, have the right to an understanding of their current situation. Details are not necessary; an understanding is. Personal issues will affect all of our performance on occasion.

Patience and support on management’s part are essential. You never know when you will be asking for their patience and support under similar circumstances in the future.

On other occasions, it is not a personal issue but simply a change in circumstance that has caused their performance to change. Communication and understanding are important in establishing a common foundation. Establish ninety-day objectives based on your observations and concerns. Be willing to proceed with the assumption that they can get back on track. You must STAY CLOSE, with timely and pointed reviews of the topics that have previously been discussed. Establish a sense of confidence with the individual; you are simply asking for a reversal of recent trends. Restate your responsibility for the success in all regions, and their ability to take control of their future with your organization.

In many instances, I have found that these individuals have been able to meet their objectives. This is one of the greatest rewards for management, and will only serve to strengthen your relationship in the future. Their success is your success, which rewards you both! If, over a period of three to four months, your mutual objectives have not been met, in most cases it is time to make a change. Further delays will only diminish the territory, compromising your ability to support and maintain a new associate.

The element of timing can play a significant role in the transition of a sales region. Prior to coming to a final conclusion, it is important for management to determine its priorities three to six months in advance. I have often found it prudent to delay a decision due to a higher priority within the organization. This may include seasonal introductions, trade shows, or a concern within a territory of much greater significance. Define your current ability to meet the substantial demands and challenges of a new sales associate. If there is a reason to delay the decision, do so, continuing your support and staying close, in the hopes that the current associate may meet your objectives in the interim.

There are two significant reasons for management to come to the difficult conclusion to terminate a working relationship. The first is non-performance, and the second is an individual who may choose to compromise the integrity of the organization. There is no single individual who should have the right to position their best interests above those of their fellow associates or the organization with which they have chosen to work. No one has the right to compromise the integrity of the group as a whole.

Under these circumstances, there could very well be a surprise. Managers have a responsibility to all members of their organization to move decisively and effectively. Termination should be swift and without compromise.

The collective strength of an organization is no stronger than the weakest element in the team. We must continue to remind ourselves that each individual within our organization is a direct reflection of us as managers. These very challenging aspects of management are “part of the package.” With time, the alternatives to making these decisions becomes clear, and are ultimately more difficult than having made a timely decision. Hiring within similar values, work ethic, and personal attitudes will consistently minimize the need for future change, and develop a strong foundation in the event of unforeseen difficulties or concerns. When given every opportunity for success, the individual qualities of a staff member should enhance and strengthen your organization.

The decision to terminate an associate must be considered as a realistic, certain, final option for management. When is it time? When your exhausted options become apparent to all parties, your decision has been made for you.

Personal Regards,
Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM