Communication Mailbag by Steve Adubato, Ph.D.

I received a quick and very direct response to last week's column entitled “Hire slow, fire fast: A manager primer.” It seems like we struck a nerve given that personnel decisions require excellent communication and leadership skills, particularly because the stakes are so high. Here is a sampling of the feedback.

Arthur Franklin from Fairfield developed a tool for evaluating employees which he has coined “The Franklin Method.” Says Franklin; “A few years ago, an employee came in, gave his notice, and I had a hard time keeping a straight face when I wished him well on his new job. It was a relief to have the employee voluntarily quit. Then I thought who else in my organization would create the same response?” Franklin says he imagines what he would feel if an employee were to give him notice that he was leaving. If you would work hard to convince him not to leave, he’s a keeper. If you imagine yourself secretly saying “thank goodness he is leaving,” that is an employee you need to consider terminating NOW.

What a terrific approach. That level of introspection is rare. Too often we go on auto-pilot and refuse to confront tough situations.

Jack Kessler, Kessler Business Associates in Jackson, reminds us to do some research before we act. “Frequently, employees lose passion at work because of a weak or inexperienced manager. Before firing an employee that has always been strong, productive and a team player, carefully evaluate him first to see if there are underlying reasons, such as family problems, health issues or a supervisor who is not motivating his team.”

Very often, a suddenly poor-performing employee is symptomatic of a larger problem, like a weak supervisor. Good call.

Chris Eastham (a pseudonym) from Fairfield wrote in with a challenging situation he is facing at work. “I have an employee that has been with us for almost 20 years. He is dependable, but believes he should be better compensated. Statistics tell us he is being compensated 25% more than what he deserves…He now appears to be bitter and jealous of other people who are progressing, thus creating hostility between him and his peers.” Eastham says he is frustrated and is considering firing this individual, but because of how long he has been with the company, he is torn.

I understand you being torn after 20 years together. Loyalty has its place, but your first loyalty as a leader is to your team, not an individual who may be hurting the team—regardless of longevity.

George Hayes from Montclair learned a valuable lesson from a firing mistake he made a few years back. Says Hayes; “We had an employee who seemed extremely well-liked by his peers, but who was clearly not doing the job he was supposed to be doing. I’ll call him Ed. It wasn’t that Ed was goofing off; it was just that the work was too difficult for him. Because he was so well-liked, instead of firing him, I gave him one more chance. A short time later, business took a downturn and I had no choice but to let him go. Within a day of his departure, several colleagues came in to thank me. I was shocked!” Hayes says the lesson he learned was he was sending a message that management wasn’t paying attention to ANYTHING that was being done by the team—both the good and the bad. He was unintentionally sending a message that he was out of touch.

You nailed it. Don’t kid yourself. People know who is performing and who is coasting—often on personality. We have all learned from your experience.

Dr. Steve Adubato coaches and speaks on the subjects of communication and leadership and is the author of the book "Speak from the Heart." Write to him at The Star-Ledger, 1 Star-Ledger Plaza, Newark, NJ 07102, or click here to contact him through this web site.