by Steve Adubato, PhD

As leaders, we have all had to let employees go. Unfortunately, in these difficult and challenging times, that happens more than any of us would like. However, regardless of what the stock market is doing, we sometimes have to fire people when their performance is sub par.

Clearly, letting someone go is never easy. It is one of the most emotionally, psychologically and physically stressful business responsibilities. It is draining, especially when you have known and respected this person for a long time. What is striking is how often your perception of this employee’s performance and his perception are so far apart. Much of this disconnect is a product of communication, or, miscommunication.

Even though you feel you’ve confronted the person repeatedly on his lack of performance, when the times comes for you to tell him his job is on the line, he seems shocked and says things like; “Where is this coming from? I had no idea that you saw me in this way.” In response, a manager will begin to recount specific instances case by case where he perceived the employee fell short.

However, even if the employee apologized at the time of a particular incident, when the stakes are raised and the prospect of losing your job becomes real, apparently very strong defense mechanisms kick in. Rationalizations and excuses run rampant and inevitably the conversation goes in a counterproductive fashion.

We’ve all been there on both ends of this dynamic. I know I have. If you are a manager and you are seriously thinking that one of your employees is just not getting it done on a consistent basis, consider the following communication tips and tools:

--Put it in writing whether you want to or not. Write a one pager that describes specifically the mistake or performance failure that was made, the impact it had on the organization, and the acknowledgment on the part of the employee in question that he was clearly responsible. Memory is a funny thing and trying to count on it under stressful conditions can be risky business.

--Don’t wait to tell the employee that his job is on the line. Be proactive. As soon as you begin to think that there is a problem, let the employee know; “Jim, I am genuinely concerned about your performance. In these four instances you have fallen short and that must be acknowledged. In the next three months you must improve in these specific areas…”

--Be precise in your expectations. It is not enough to say that Jim needs to “improve” in a certain area. You have to identify exactly what criteria you are going to use to make a decision as to whether Jim stays or goes in three months; “Jim, I need you to commit to bring in X number of new customers by the end of the new quarter.” Or, “I need you to take responsibility for leading ‘team A’ and have them accomplish the following three items in the next month…” Make it clear that Jim will be the leader of the team and responsible for their performance. (And get him to agree to these terms.)

--The final point is that you can’t be afraid to pull the trigger and actually follow through. If you set the standard and agree to a time frame, if the person again falls short and you don’t act, it communicates a powerful message to everyone around you that you are a weak leader. Further, it says that you are not committed to the highest standards of excellence across the board. This can be devastating when future situations like this arise and you try to rally your team. Your actions must match your words and vice versa. When they don’t, not only do you suffer as a leader, but every member of your team pays a hefty price.