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How to fire people. 8 things you should follow. I hate firing people. Make that are some sadists who like to do so, but I don't. As someone responsible for the growth of the company, sometimes I have to take that action. In this post, I will be telling a bit about my process and hope it can help you. My company is a little different from most Japanese companies. I was raised as an entrepreneur mostly by American books, which makes me follow part of their work philosophy. I would say that the most significant difference is that we fire people. In a typical Japanese environment, companies rarely fire people. By law, it seems that if the person is not satisfied with firing them, they can take you up to court. I am not sure how much of this is true, but my Sharoshi always alerts me when I fire someone. I don't fire people because I like to do it. I hate to do it. Sometimes it takes my sleep and makes me very unproductive about other things. It drains my energy. I am making someone unhappy, and pushing them into a struggle is not a thought that I like to have. But still, this can't stop me from doing what is best for the business. I am reading this book called No Rules, which talks about Netflix history. I felt relieved when I learned that the way I think is similar to them. They call it "to increase talent density at the workplace." They discovered that for creative jobs, a high performer would outlast the low performer by more than 20 times the output. Instead of having 20 average engineers, it is better to have one and pay them a better salary. By hiring fewer people, you also make management more straightforward. High performers also tend to be self-driven, and you don't have to give many instructions. For laborious jobs like secretarial, cleaning, or driving, the difference is not that high; the high performer will be just about 2 or 3 times better than the low performer. How to fire people? There is never a good time or a good day. There is never an ideal way. In any way you do, it will hurt the person on the other side of that conversation. We also never know how they will react, so we need to prepare for an extreme scenario. It is literally like breaking a love relationship. You have to do it to be able to move forward. 1- Be kind â Nobody likes to know that that group is rejecting them. And not always it means they are bad people or did something wrong. At my company, most of the people I fired were good people who performed well at their previous company but couldn't match our environment's expectations. So there is no reason to be rude. â Find a private place to talk with them and allow them to talk about whatever is in their minds too. 2- it should never be a surprise â You should always have goals and clear expectations. In my case, I try to state those expectations to people often and praise them when they are meeting it or tell them when they are not meeting them. â When I fired people, it was never a surprise to them. They all knew ahead that they were not meeting the expectations I had in the first place. 3- Talk with them first before telling anyone else in the company. â You might feel tempted to tell a colleague about it to lower the pressure on you and divide the guilt feeling. I know, been there before. But that might backfire, and they might hear it from someone else before hearing from you, hurting their feelings and looking like a culture of people who talk behind other people's back. That is not what you want. â They should be the first ones to know. 4- Speak plainly and direct about the reason â People try to make the situation less bad for the employee and lie about it. It is common to say that the employee chose to leave himself to save his face. I am not too fond of that approach since it hides the problems. â It is essential to keep the dignity of the person. Would you be comfortable explaining in front of the team with him in the room? â At my company, I am very open about the reason for firing someone. I need the rest of the team to understand which kinds of behavior I expect from them. 5- Don't make a fuss about it. â I was terrible about it in the past, but I believe I got better at being direct with people. I used to talk a lot about those low performing people to whoever wanted to listen. I was blowing off steam, taking the responsibility out of my back and trying to share the burden. That was never nice, and it felt like stabbing people in the back sometimes. â I have learned my lesson, and now I am more direct about the reason. I take the blame for the decision, and I talk about it once and that is over. 6- The person who decided the hiring should be the one firing him. â It is about taking responsibility for your actions and accountability with the rest of the team. In "Game of Thrones" 1st episode, the King of the North explains that you have to execute the sentence yourself and kill the person, in their culture. Executing the sentence yourself is a sign of honor there and in the workplace as well. 7- Prepare ahead â It usually takes me about 2 to 3 hours of preparation per person. I write down what I plan to say, create the possible questions that the person might have, and rehearse the answers. Then I start editing my text, adding paragraphs, changing the order, creating a logical narrative. That allows me to be confident when passing it to the person. It is never easy, so being confident about what you want to do is very important. 8- Make it clear that you made the decision and it is not up for discussion â As the five stages of grief go, the bargain is a common point of it. But you should not be open to bargain. That will only drag you down back to the same road of unhappiness with that person on the team. Is there a reasonable time of the day or the week? The direct answer is no. Never a good time for bad talk. I prefer Mondays. I believe if I do it on a Friday, I will kill that person's weekend. So I usually choose Monday or Tuesday. But they are not better than any other day. Time is also irrelevant. I like lunchtime since I have fewer interruptions for different tasks and phone calls. Again, that is arbitrary and does not correlate with the results. I genuinely believe that a good workplace has professional people aiming for the same goal together. Every time I fired a person, the team got into a better mood than before, about a month after the person had gone away. People who are not playing with the same objectives tend to drag people down, slow the decision-making, and not share the same energy towards the clients or the company's new projects. I hope this text finds you at the right moment when you are in doubt about firing someone and give you the courage to do so. It is hard, but believe me, and you will be happier at work once it is all over. ãWelcomeHRãã®è©³çŽ°ã¯ãã¡ã