As a leader, you know that not all team members are created equal. Some people seem to thrive under pressure, whereas others crumble. And then there are the ones who just never seem to get their act together. How do you handle underperformers at work?
Firing someone is dreadful. As a manager, it has always been the most difficult task for me. I am certain it is for most. But let’s admit it. It is a job that needs to be done. It needs to be done right. There are several excuses we have to justify firing an employee. However there is one question we must ask ourselves every time – “Is it absolutely necessary to fire this person?” More often than not, a well thought, evaluated and honest answer is “No”. Let us reason with ourselves how not to fire someone.
“For a report to be actionable, it must demonstrate clear cause and effect”. Eric Ries made this argument in his bestselling book “The Lean Startup”. He is right to stress on the importance of monitoring actionable metrics. Quite often we get into the trap of vanity metrics. Either these vanity metrics look good or the data is easily available. However, as the name suggests, these do not lead to any action as cause and effect are not established. Have you identified actionable metrics for your business? What metrics do you monitor?