The first time I fired someone, they didn’t even know they were in trouble. The second time, I didn’t realize they were causing trouble and my boss had to fire them for me. The third time, I didn’t fire them, but I should have.
For leaders, learning to deal with disappointing or under-performing staff is one of the most difficult challenges we face. Some of us avoid conflict when we shouldn’t, others chastise readily to no avail, and some simply don’t know what to do.
In this talk I share the lessons I’ve learned on how to hold people accountable. It starts with clearly communicated expectations, so everyone knows where they stand. Then, it continues by simply paying attention to what your people are doing. When trouble arises and you need to have difficult talks, it means focusing on the indisputable, objective facts, avoiding unnecessary arguments. And if the conversations don’t produce the desired change, the process terminates by accepting the necessary ending.
Implementing this process taught me that there is responsibility on both sides of failed expectations. As leaders, we have to make the expectations clear and address issues readily so people know where they stand. On the flip side, our team members have to choose to meet the expectations or accept the consequences.
In reality, I’ve only fired one person, the one who didn’t see it coming. Since then, I’ve worked through this accountability process with about a dozen employees at different companies. Some improved, and some chose to leave of their own accord. Either way, having clear expectations and focused conversations made the process respectful and productive for everyone involved.
Crucial Accountability by Kerry Patterson, et. al.
Research-based recommendations on how to hold people accountable. If you read only one book, this is the one I would recommend.
Crucial Conversations by Kerry Patterson, et. al.
Insightful and practical suggestions for having difficult conversations with people, especially those who disagree.
Necessary Endings by Henry Cloud
A clinical psychologist and leadership coach discusses the reasons and methods for ending things.
Boundaries for Leaders by Henry Cloud
Another insightful book by Dr. Cloud on how to set boundaries as a leader.
Switch by Chip Heath and Dan Heath
Insights on “how to change things when change is hard”. All of the books by Chip and Dan Heath are delightful reads.
Permission to Screw Up by Kristen Hadeed
An interesting walk through the author’s growth as a leader. Her discussion of the “FBI” (Feelings, Behavior, Impact)
feedback method is especially interesting.
