When people complain about each other, make them work together.

How many times do you hear one department of your company use another department as the reason why they cannot be successful? This indicates a need for change. I find blame is the path of least resistance and then the tennis match begins, swatting the reason why things are not working back and forth.

If both parties wprk on the same side of the net, then what?

Thus, one of my maxims: When people complain about each other, they should work together and share accountability. It may fly in the face of all your company's procedures and org structure but I find people generally want to succeed and usually will if barriers are removed.

The "Pink Slip" should not be a surprise

In the past few years, several times I've been asked "how to fire someone", and the first question I usually reply with is "do you have an HR department?" Amazingly the answer is usually "yes". The HR department is there to serve and the result is that HR builds an administrative, red-tape type of image rather than a place you can turn to for help.

When people ask me how to fire someone, they are usually looking for the magic statement that makes it painless for them. Here's the horse-sense that I use:

1. Involve HR. Your HR department should be ready to assist you through the process. If they are not helping you, at a minimum keep them informed BEFORE each step you take and be sure to keep an audit trail of your communication.
   
2. Give the employee the benefit of the doubt. First, always make sure that the problem is not with you. You need to remember that you are terminating someone's employment which will have lasting a lasting effect on them. I suggest you have a meeting with the employee and clearly state that they are not performing as expected, good HR departments will have a form or template for you to use; it may be called a "Disciplinary Action Form" or something to that affect. If there is more than one problem area, list them all individually. Plainly state when you expect to see improvement - immediately or within X days. This is where you decide how severe the message needs to be. Also state that if improvement is not seen within the stated timeframe, the next action will be (termination, final warning, etc.). Personally, I usually don't have a follow up or warning meeting. Be sure to have everything you plan to discuss documented before the meeting, keep your discussion to the points you have documented, and ask the employee sign the document. If they refuse to sign, note that and sign and date the document yourself.
   
3. Use a sharp axe and swing it with conviction. You have documented the performance problem, informed the employee, and issued requirements for improvement. If the problem has been corrected, stop here and congratulate yourself (and thank the employee who improved). If things have not improved then it is time to sever the relationship and for both parties to move on. This part is the most nerve-wracking for most managers but now that you have prepared well, it will actually be the easiest. Keys in this meeting: (a) Respect privacy. Use an office or meeting room that is private and reserve at least 30 min after your meeting for the employee to recover. (b) Keep it short and to the point. In my experience most employees will be surprised despite the fact that you laid the terms out earlier. They will also want to start a debate about how invalid your view of their performance is. Do not engage in this conversation, this is why you had the previous meeting - as a warning. Your only response should be to let them know that is why you had the previous meeting and that you have not seen the needed improvement on the items discussed in that meeting. (c) Have the DisciplinaryAction Form that they signed in the meeting to show them but do not discuss it. (d) Maintain compassion. You need to remember that despite how unpleasant this is for you, it is worse for them but again, don't start any discussions.
4. Respect their needs. This will be traumatic for them. No matter how dysfunctional the employee was or is, arrange ahead of time to have an HR member available for any counseling after you deliver the message and make sure that the employee knows they can have time to themselves (because you reserved extra time for them).
5. Think about peers. Be prepared to deliver a message or answer questions about what happened to the company or employees peers. The details of why the employee was let go are personal and not to be disclosed. If your organization is prone to rumor or fear then I suggest sending a message out announcing the employee's last day and that you wish them the best in their future endeavors, HR can help you craft the message. Informally make yourself available for questions but do not ever discuss details, your may be violating HR polices and you will ultimately be respected for it. Just let people know it was a decision you had to make, that it was difficult, and that you worked with HR (if you did). I also tend to declare that there are no other terminations planned to defuse any fears of "cutbacks".
   

I hope that this helps anyone that comes across it.

Cutting a frog's legs off does not make it deaf.

Story:
A researcher puts a frog on a table, the frog just sits there. The researcher then, with his mouth just inches away from the frog's head, yells at the top of his lungs: "JJJUUUUMMPP!" The startled frog jumps forward.

The researcher amputates one of the frog’s legs and repeats the test: "JJJUUUUMMPP!" The startled frog jumps forward.

The process is repeated with the same results until there is only one leg left, when the researcher yells "jump" the frog attempts to jump and hobbles forward.

The final leg is removed, "JJJUUUUMMPP!" but nothing happens. No movement from the frog. The researcher's boss comes and asks "What have you learned today?" to which he replies: "cutting a frog's legs off causes it to go deaf."

I used to work in cancer research and was given this example of false positives. I'm posting this because it seems that despite how knowledgeable you are or how long "you've been in the business", even the best people readily accept things that they cannot explain simply because the symptoms can no longer be seen or felt.

ACS :: Glossary Search: "false negative: test result implying a condition does not exist when in fact it does.
false positive: test result implying a condition exists when in fact it does not."

How to demotivate

Fast Company Now: "'Nothing demotivates people like the equal treatment of unequals. When you hire a bozo and treat him the same as a rock star, it deflates the rock star.'
--Joe Kraus, founder and CEO, JotSpot

From Fast Company's recently released book, The Rules of Business: 55 Essential Ideas to Help Smart People (and Organizations) Perform At Their Best"

You cannot control what you are not measuring

The title of this post is something I live by and have trouble getting people to actually understand. Related to this I read a great statement on Seth Godin's blog that illustrates horse-sense.

Seth's Blog: Making your numbers: "When increasing the metric doesn't increase the benefit, then you have the wrong metric."