“Some people have the ability to see the mighty oak in the acorn.”
– David Cooperrider
Almost every leader I know is experiencing issues around people. If you are running a thriving organization, there will always be questions around people. Are they in the right role? Are they doing the right things? Are they adding value?
When the right person is in the right role and aligned in values/mission, it’s unbelievable the amount of energy and momentum they can add to your organization. Hopefully the value is mutual too!
If you are experiencing issues with any people, and wondering if they are a good fit for the role or for your organization, here’s a not-so-short cheat sheet to help you think through it.
1.First check yourself:
a. Do this self-assessment to see if you are above or below the red line of conscious leadership.
b. Have I built clear expectations?
c. Have I set them up to succeed or to fail?
d. Where else might I be complicit in the conditions I say I don’t want?
e. Check your biases at the door. What other potential biases might I do well to confront here?
2. Evaluate: Is this the right person for this role?
a. Values harmony – be careful here, this one is a slippery slope and all too often used to justify getting rid of someone you just don’t like. However, if you are explicit about what you as a group value most, and this person is harmonious with those values, then that’s a good sign this isn’t an issue. It should be glaring if there is a misalignment. I’ve noticed that teams living out of clear values have very little difficulty knowing when someone isn’t a good fit.
b. Character – is it a character issue? If so, often times this is the most difficult to change.
c. Role Fit – Is it just the right person but the wrong role? Perhaps you can move them to a better fit within the organization?
d. GWC – Gino Wickman has a nice test – do they Get it, Want it, and have the Capacity for the role?
e. Ultimately, is this someone you are proud to have on your team? Would you be glad or mad if they went to work for a competitor? If it’s the latter, you probably have your answer.
f. Do their peers respect them? If their peers respect them, and if their relationships are strong and not toxic, that’s a great sign that they are a valuable member of the team. However, if the culture is one of low performance and low accountability this might not be a helpful indicator.
3. Are there systemic or cultural issues that are the real root here?
Often times conflict or interpersonal issues can really be much deeper. Under the iceberg, you might find that there are actually structural or systemic issues, or perhaps cultural issues. Changing structures and cultures is often harder, but more impactful and lasting, than just trying to “fix” a person. Often times a team or organization will blame an individual for its own problems (scapegoating), so as a leader you want to make sure you’re not just creating a scapegoat.
4. What’s a story you’d be proud to tell?
Regardless of your conclusion, how can you move forward in a way that makes for a story you can be proud of. Whether you are moving them to a new role, or perhaps transitioning them out of the company, how might you do it in a way that brings flourishing for everyone?
For example: one church elder board had been struggling with one of the pastors on staff. The individual was burning relational bridges and just not performing well in the role. After trying, unsuccessfully, to help him improve, they decided to let him go. They decided to re-think the “normal” way to fire a staff member and do something different. They gave him a 6 month paid sabbatical and even paid for career coaching to help him discover his gifts and real vocational calling. This wasn’t “normal” at all, but they bravely did it for his good. In so doing, they’ve helped him keep his dignity, and hopefully helped him move on as a better version of himself. They’ve also encouraged the staff that stayed by demonstrating tremendous care for one of their own, even while helping that person find a better fit. Talk about a morale-booster (vs. the typical morale-erosion that typically occurs when someone is let go).
Remember, a decision not to make a decision IS a decision!
It’s also good to keep in mind that if there is an issue with a person, often it can be traced back to either the hiring process or training and development.
Most organizations have pretty lousy hiring processes that amount to, “We felt good about them.” Instead, a much more powerful way to hire is having a repeatable system with the same questions, in the same way, every time in order to avoid personal biases. ‘
Most small businesses are also pretty lousy at developing people. Did you give them regular coaching and feedback? Did you give them access to training, resources, and tools to flourish?
Regardless of where you are, it’s a chance to evaluate, make a decision, and move forward stronger and better next time. Mistakes are normal – these things take practice and it’s not easy!
As my friend Will Gray says, “People are forever.” Every person is a soul that will live on into eternity. We’d all do well to remember that, and treat each person as such whether they stay with us or whether they move on.
Download the free resource, The Ultimate Guide to Hiring so you Never have to Fire Again for more on this.
