Why is it that so many managers struggle with the issue of firing the employees that justifiably require firing?  I’ve watched as brilliant business owners and otherwise accomplished leaders have agonized over this issue, unable to take the final step, while knowing all the while that it has to be done

The names change, but the pattern and excuses are the same in almost every environment.  Business Owner/Manager Bob is frustrated that Employee Al is an impediment to progress.  Bob has heard this repeatedly from other employees, and knows it himself.  But, Bob feels a sense of loyalty to Al.  Perhaps Al was an early employee or at one point, he helped Bob and the business out of a jam.  Maybe they have been friends for a long time. 

Nonetheless, Bob knows that Al is a barrier to change/growth/improvement and in spite of this knowledge, he cannot bring himself to fire Al.  He worries irrationally about the wrong things.  "What message will this send?  Will other employees leave?  How will the work get done?  How will he replace Al?"  The worries and false loyalty win, and Al stays while Bob agonizes.

Finally, and often after the benefit of objective third-party counsel (a mentor, coach or consultant), Bob finally accepts that the only reasonable decision for the business is to fire and replace Al.  Bob is comfortable that he has gone above and beyond in supporting Al and providing ample opportunities for improvement.  He knows that Al has been treated fairly, and guilt and fear begin to give way to the desire for action.  The painful moment comes and goes, Al is on his way and Bob begins the process of replacing Al. 

Fast-forward a few months.  Al’s replacement is on board, employees are no longer marching on Bob’s office, work is getting done and everything about the environment feels different.  The toxicity is gone, people are focused on their jobs and there is a new-found sense of "can do" and "let’s try it" that was previously absent. 

In every circumstance where I’ve worked with managers or executives on taking the leap to eliminating someone that clearly is an impediment, the manager has come back to me with something like, "I can’t believe I waited this long.   What was I afraid of?  It’s a whole new team now."  In several cases, "Al" followed up with Bob a few months down the road to thank him for providing the motivation to make a change. 

The bottom-line:

Firing someone is an intensely personal issue for most leaders and managers.  Friendships, misplaced loyalty and a fear of confrontation are common reasons why managers avoid this situation.  If you are struggling with this dilemma, the sooner you recognize that your inaction extracts a terrible toll on you, your business and everyone working for you, the faster you will screw up the courage to take the next step.  If  you need a push or an objective third-party perspective, seek one out, but don’t expect that person to talk you out of what you know that you need to do.  Like so many things that we fear in life, the anticipation is worse than the reality.  You owe this to yourself, your team and your business.  And remember, the only thought you will have a few months from now is, "Why did I wait so long?"