Description: The topic of the article centers on employees only. We can know the theme of Great Employees Only. We can see a completely different way of broaching employment which is a different style of leadership, learn the ways the system works, something we can do to become star employee and the reasons why leadership exists.
There’s a reason why managers tell each other that firing takes guts and it’s not because occasionally some whacko shoots up a workplace or even wrongful termination suit snowing, the managers have to look into the eyes and see the emotional impact of being fired.
It’s a traumatic experience, I’d have one case where an employee collapsed to the floor in the fetal position and had to basically be rolled out of the office, another case where the poor man gripped the chair so fiercely that they couldn’t pry him loose, they carry the chair, that’s when they discover, he had voided his bladder as they say in medical terms, they carry him out chair and all dripping.
Then there are the cases of revenge where people destroy data files or the cases where they send information to competitors, it’s personal, for instance, I heard a case of a young woman writing a letter to her boss’s wife, Mrs. Jones thought you’d like to know that your husband’s been having an affair at the office, no wonder they say it takes guts and no wonder so many managers let a lot of marginal employees slide.
Some bosses are kinder than others, but it’s difficult, consider the root word, however, it is a better way to virtually eliminate firings and still increase turnover healthy, one of the revelations that came to me studying the best bosses in America is that they had figured out how to continually upgrade their teams replacing lesser performers with better ones and doing in a way that was so graceful.
It didn’t require firing, in fact, I felt I needed to come up with some new terms for it, I eventually coined the term d hiring, now that it is not the cutesy word for firings or layoffs, it’s a completely different way of a broaching employs a different style of leadership.
Here’s how it works, there are three things to know before you start out with the assumption, people want to do well that they want to be excellent performers, then you meet with those people, here’s what it takes to be a star employee, do you want to be a star employee? They say yes.
Then you set out the important step setting quantifiable goals and agreement that if they don’t reach those goals, they’ll depart and the outcome of that can go through one of several ways for one thing, I want to be a start and then walk away.
I don’t want to do much work and then they go and find another job they leave on their own, there is no need to fire them, another outcome is that they try, they strive they can’t make it in their current job of their current situation.
That is a chance to have revelations of their own about where they were meant to be and they start the process of finding the right fit for themselves somewhere else, they leave without anyone needing to fire them.
There is another option, we can know the reason why leadership exists, this is leadership in its highest form, when you see those employees who are marginal change and grow and they blossom the fact the word blossoms appropriate, because it’s like a gardener transplanting a plant.
Suddenly, it goes to the light and opens it, that’s a beautiful thing, that is leadership at its best and it has all done this constantly upgrading the staff, it’s evolving rapidly, but without all the nastiness of what’s called Darwinian management, they had that system at GE where they would lop off the bottom ten percent of performers at Enron.
We’re going to do better than that we’re going to take the bottom fifteen percent and fire them a system that came to be known as rank and yank, you can read that company that culture of management without conscience, you are guilty, give them a fair trial.
And then we’ll shoot them, but that’s not the problem, you’re very weakest performers, you can deal with those, the real issue is what you do with the bottom, thirty forty fifty percent those employees who everybody likes, we’re making a contribution.
Do you let those people slide on by it? I don’t think so, after all, you are taking those people and freezing them in mediocrity, it’s like you took a bug in amber, they are frozen, they’re doing second-rate work year after year.
What do you think about it? That does something to their self-esteem, but now if you go to them and you say would you like to be a first-rate performer, here’s what it takes to be a star now, you’ve given them a chance to either rise up or else a chance to discover what it is, they were meant to do it.
Does it always work well? There are a lot of nuances, a lot of issues to consider, after all, I wrote a whole book on the subject, a short book, it always works in the sense that it is always helpful, it doesn’t always work the way you expect it, maybe the way you’d want it, but it always helps you very well.
Let me give you an example, there was one fella who’d been working with an employee and that employee was resistant finally said to the boss, I’m not a fit here, I know you did it soon, but I’m waiting till I get fired, because I want the extra benefits.
The boss said I was fired and the two shook hands worked out the details, it isn’t a case where it worked, we wanted it, but it worked it D emotionalize the process, they made an agreement together, maybe they didn’t part as friends, but they didn’t part as enemies either.
When you treat every employee as a worthy human being and try to help each one, then you have moved from management that takes guts to management that has heart, please pass this along to every manager, because only you can prevent firings.