You’re Fired!

You’re Fired!

I don’t have (yet) orange hair and I haven’t said that often this painfull words. But I believe that you can not be a complex manager if you haven’t been in the shoes of one who has to fire a colleague. I start with an obvious idea and with the hope that there is no copyright for the title: Trump finds it easy to fire his potential apprentices for the simple fact that everything is just an incomplete and delightful scenario. There is no organisation, no culture, no past, just some momentary so called managers that must look good for the cameras. There are no famillies left behind with no financial support and the emotions of the fired one don’t count, a role which moreover is asumed. The show and the audience are the only things that count.

Obviously, life is greater than the movies and reality overcomes fiction. Have you met you colleague’s adorable family in the last team-building, and now you’re firring him? What if he won’t be able to support it? Moreover, the fact that you’ve reached this point isn’t the proof that you’ve failled as a manager? Isn’t somehow true that, as Trump, you act in an incomplete and delightful scenario, where you provide your colleagues only some budgets and the threat of being fired? I won’t analyse in the following the collective dismissals or the cuts of personel, but only the ones caused by the employee. According to the law (and informaly speaking) if the employee professionaly fails lamentably and repeatedly, or gravely strays from the office discipline, he can be fired.

How does one get to lamentably fail or stray?

First case: you take one candidate who is incompatible with a certain job and you hire him for that particular job. The incompatibility can have its source in one’s personality, in some professional insufficiency or in some values that govern one human and professional existence. The end is a classic one.
Second case: you take one company that doesn’t have the achievements and the discipline as measurable standards, or a company that has too many rules, prcedures, responsabillities that must be respected as so. In the end, the same classic story.

How can these situations be avoided?

Starting from the cases above, there are two tipes of intervention:

In the recruitting fase: determining as exact and detailed as possible the professional and personal profile of the candidates and organising recruitment and selection sessions as efficient as possible, as to identify these features

In the HR Management fase: clearly assigning the responsabilities, performance index, optimal communication range, accepted disciplinary standards and communicating them internely as optimum as possible.

In conclusion, in order to prevent your team members’ failure, as a manager, you must always think about these questions:
What do my team’s succes/ failure mean in measurable terms? What about the discipline at the working place? Are these elements clearly defined? How do I communicate them? Do I respect them?

In the case of one employee’s failure, other questions pop up:
Did I communicate when, where, what capital mistake he/she made and the consequences of that mistake? Does he know the following steps? Did he have the opportunity to exculpate? Last but not least, the failure is caused by the employee’s personality, incompetence, or his unprofessional behaviour may be caused by the rules in the company which are made to be broken?

Nevertheless, how do you fire someone?
If it got to the unfortunate situation in which you have to communicate the final decision, take into consideration the following aspects:
– Respect the working legislation with all the aspects regarding the end of a working contract by the employees fault;
– Do not delegate this responsibility, as unpleasant as it seems!
– Start the discussion personally and then if it’s necessary take some witnesses;
– You must be concise and aloud when you communicate the reasons, avoiding subjective ideas, and enunciating only concrete facts
– You must clearly communicate the following steps (notice period, access rights in the company, the necessary documentation that he has to give, the attending person in his position etc)

In one of my former articles, I sustained the fact that the toughest responability of being a boss is giving negative feed-back. Its extreme case defenetly represents the breaking point of managerial courage.