No one likes to fire an employee. It’s uncomfortable – even distressing – depending on the circumstances. But it’s one of the realities of managing; in fact, the rest of your staff will take note of how you handle it.
Here are a few examples of what not to do based on real situations that happened to three different clients.
What is your preferred style when delivering feedback? Some people embrace opportunities to offer positive accolades for a job well done. Others are quick to criticize what didn’t work well and focus on what needs to be done differently the next time.
Both types of feedback are necessary. You need to acknowledge the good as well as offer suggestions for improvement.
Have you ever clung to an old narrative about an employee even if the circumstances have changed? For example, let’s say you reigned in a “renegade” employee six months ago and the person subsequently adapted to more moderate behavior.
In this case, the former scenario no longer exists. But you’ve recently discovered that the employee is actually underperforming because he’s following your previous directives to the letter and is timid about taking advantage of new opportunities.
Some of my clients complain that their employees don’t do what is expected of them, and then ask for my help in search of the silver bullet.
The first question I ask is how they communicated the assignment. Usually this is the only necessary question, because typically the dialogue – whether spoken or written – between the manager and the employee was ineffective.
Picture this: You’re in a team meeting, confidently outlining next steps based on what you believe everyone agreed to last week. Suddenly, a team member speaks up: “Wait, why do you think that?” or “I never said that.” The room goes quiet. You realize you’ve been operating on assumptions that nobody else shares.
This moment—awkward as it is—reveals one of leadership’s most insidious traps: the unchallenged assumption. Leaders are paid to make decisions quickly, often with incomplete information. But when we fill knowledge gaps with assumptions and treat those assumptions as facts, we create a foundation built on quicksand.
One of the most underrated yet powerful tools in a leader’s toolkit is clarity. When leaders clearly define roles and responsibilities, they lay the foundation for accountability, collaboration, and performance. Without this clarity, even the most talented teams can experience confusion, duplicated efforts, and misaligned priorities.
When people understand what is expected of them — and just as importantly, what isn’t — they are empowered to take ownership of their work. Clear roles help eliminate ambiguity, reduce friction between team members, and ensure that critical tasks don’t fall through the cracks. It also enables individuals to focus their energy on where they can add the most value, rather than navigating unclear expectations.
In leadership, connection is more than a soft skill—it’s a cornerstone of effective influence and impact. Whether you’re leading a small team or a global organization, the strength of your relationships directly shapes your ability to inspire, guide, and grow others. In the fast pace of today’s world, it’s easy to slip into a mode of managing tasks rather than engaging with people. That’s why intentional reconnection is critical.
Reconnection starts with presence. Set aside time to check in—not just on project status, but on how people are doing. These conversations, however brief, create vital points of dialogue where trust is built and maintained. They remind your team that you see them, value them, and are in it with them.
Noticing a dip in an employee’s performance can be challenging, especially when that individual has previously been reliable and effective. But handling it early, thoughtfully, and constructively can often turn the situation around.
Start with a private, honest conversation. Focus on observations, not assumptions—use specific examples of missed deadlines, decreased quality of work, or lack of engagement.
In leadership, there’s a temptation to equate influence with speaking — the right vision, the motivating message, the confident direction. But truly exceptional leaders know that listening is just as powerful, if not more so.
Listening is more than being quiet while someone else talks. It’s about being fully present, hearing not just the words but the meaning behind them. It requires leaders to pause their internal monologue and absorb what others are saying — their ideas, concerns, feedback, and perspectives.
In a room full of smart, passionate people, conversations can quickly veer off course. Competing agendas, tangents, and side conversations can muddy the waters, especially when no one is actively steering the dialogue. For leaders, these moments call for more than just patience — they require clarity.
When multiple voices aren’t following the thread of the conversation, the first step is to pause and realign. Step back and calmly restate the purpose of the discussion. A simple, “Let’s bring this back to our main objective,” can work wonders. You’re not shutting down voices — you’re anchoring the group.