Bill Carpitella |
Many builders cope with mediocre performers by creating less confrontational means of removing them. At termination, many managers refer to a nebulous “restructuring” or “change in direction.” But the business and the employee both lose with this approach.
The business loses by carrying a substandard employee longer than necessary. The employee is robbed of the opportunity to correct a problem and grow from the experience.
We need to realize that being honest and straightforward with our developmental feedback is key to being excellent leaders. Behind closed doors, CEOs have told me time and again that certain employees were C players. They talk to those employees after a performance appraisal, and the employees are confused because all previous feedback had been good.
Offering ongoing feedback regarding performance and organizational fit is one of a leader’s most important tasks. We want to avoid legal scenarios regarding wrongful discharges or, worse, discrimination charges filed through courts or the Equal Employment Opportunity Commission.
When it’s called for, give honest feedback — both good and bad — to employees. And do your business a service. Continue to upgrade your organization by removing the bottom 10%, but do it with compassion, honesty, documentation and speed. You owe it to your company, your employees and yourself.
Advertisement
Related Stories
Hamlet Homes' Mike Brodsky on Finding Successors and Letting Go
A transition that involved a national executive search, an employee buyout, and Builder 20 group mentorship to save the deal
Time-Machine Lessons
We ask custom builders: If you could redo your first house or revisit the first years of running your business, what would you do differently?
Back Story: Green Gables Opens Up Every Aspect of its Design/Build Process to Clients
"You never want to get to the next phase and realize somebody's not happy."