Excelente entrada de Guy Kawasaki
A firing [...] it’s highly personal. I’ve fired people a few times in my career, and I hated everything about the process. I’m not sure I did it well when I did it, but I’ve thought a lot about how it should be done. Here is my best shot at “The Art of Firing People.”
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3. Search your soul. You should be able to articulate exactly what you think is going wrong. Could it be your fault? Have you established clear goals? If sales were going well, would we be having this discussion? The most telling question you can answer is:
Are you (and the rest of the folks who are calling for the employee’s termination) judging his results against your intentions?
For example, are you judging his sales results against your intentions to ship the product on time? In a perfect world, you would do the opposite: Judge the employee’s intentions against your results. In a realistic world, you would judge his results against your results. Unfortunately, the only people who usually receive the benefit of the doubt are the people calling for his termination.
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10. Don’t disparage the victim. There are three good reasons for this. First, it’s the classy thing to do, and you want to show the remaining employees that you have class. Second, you could be tipping the karmic scales to be on the receiving end of the sword the next time. Third, the person you’re firing could end up in charge of purchasing at your biggest customer—as my mother used to say, “Don’t shiitake where you eat.”
11. Look in the mirror. Ideally, the situation should have never come to this. You should have hired the right person. You should have set and communicated the right goals. You should have provided course corrections. Some of the “fault” probably belongs to you. It’s too late for the case at hand, but it’s not too late to prevent this from happening again, so take a good, long look in the mirror.
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