The best time for an executive to identify and address poor performers is before they begin their new role. It's crucial to discern and address employees who do not align with the desired workplace culture, fail to meet expectations, or struggle to adapt to necessary business changes. This process typically unfolds across four stages:
1. Tranche 1 – Already Known: Even before your tenure, there may already be individuals known to be incompatible with the organization. It's advisable for someone else to manage their transition out before you assume your new role to avoid the perception that you acted hastily.
2. Tranche 2 – Won’t Fit: This phase involves identifying individuals who do not fit the desired culture. Those who coveted your position but weren't selected should be observed. Offer them support and the opportunity to join the new team. If, within six to eight weeks, they do not express unequivocal commitment, it's best to part ways with them.
3. Tranche 3 – Don’t Deliver: The third stage entails evaluating employees' performance against set milestones. Those who consistently fail to meet expectations should be closely monitored. If they display signs of passive-aggressiveness or prioritize other tasks over crucial milestones, it might be time for them to exit the organization.
4. Tranche 4 – Can’t Adjust: The final group consists of employees who struggle to adapt to necessary business changes. Identifying and transitioning these individuals becomes pertinent during the process of implementing transformative initiatives.
Leaders often struggle to take timely action due to personal connections, reluctance to let go of invested resources, or fear of the unknown. Recognizing the human impact of terminations, the financial investment involved, and concerns about replacement quality can impede swift decision-making.
To navigate these challenges, it is vital to prioritize the organization's well-being. Being personally detached when evaluating team members and preparing contingency plans can aid in efficient decision-making. If an employee presents a hindrance to the organizational culture or impedes overall progress, swift action is imperative, even if interim replacements are required. Furthermore, proactively identifying and recruiting potential replacements can ease the transition process for all parties involved. This approach aligns with the advice of former CEO Rob Gregory: "Never fire anyone until you know who’s going to do their job."
Ultimately, by prioritizing the organization's needs and preparing for potential transitions, leaders can navigate personnel changes effectively for the benefit of the company and its employees.