In a previous post, I wrote about preventing bad hires, but despite your best efforts, you will occasionally hire someone who doesn’t work out. In those cases, the obvious solution is “let them go!” That’s generally what happens (eventually), but it’s easier said than done. Founders often expend a great deal of time, energy, and/or money diagnosing the situation, attempting a fix, then finally figuring out the least painful, least expensive, least damaging way to dissolve the relationship. Here are a few tips from other Founders “20/20 hindsight” about dealing with and recovering from a bad hire.
1.Address personnel situations sooner rather than later.
Similar to rotting food, personnel situations rarely improve through neglect. I understand why founders (or any manager) hates to address them – they involve uncomfortable conversations. Chances are, however, if you’re unhappy with a team member (a) they already know it and (b) they’re probably not happy either. Getting that out in the open will free up a lot of energy for everyone.
2. Begin with an appreciative mindset.
If you exercised even basic due diligence in the hiring process, it’s unlikely you’ve hired a totally incompetent person or someone lacking in character. Spending time reflecting on the person’s strengths and contributions will put you in a better position cognitively and emotionally to have a constructive conversation with the person about how to move forward. For instance, is this a “right person, wrong seat” situation or a “wrong bus” problem?
3. Ask, then tell.
Begin by asking questions: How does the person think they are doing? What do they see as their primary responsibilities? What are they finding to be the most rewarding and frustrating aspects of their role? Their answers may confirm your initial assessment, but asking the questions will give you a better understanding of the situation and of the best course of action to take. I had an experience myself where my boss and I learned too late that my “mentor” had, in fact, lied to him about my performance in order to retain control of a project. Be sure you’ve got the full picture.
4. Seek the life-giving solution
If you’re feeling disappointed and frustrated, it can be tempting to “put the person in their place,” but the costs of doing so generally outweigh the gains. Is there anything you can do to help the person find a role that would be a good fit, whether in your company or with someone else? Ultimately, if both the employee and the company are better off as a result of the termination, it’s a win all around. You can now hire someone who will be a good fit; the remaining team members see your commitment to both the company and the people working to make it successful; and the departing employee is likely to sing your praises for how well they were treated, making it easier for you to attract talent going forward.
5. Learn, Forgive yourself, and Move on
A bad fit situation can evoke a range of uncomfortable emotions – disappointment, frustration, anger, self-doubt. Mental health hygiene calls for acknowledging and constructively processing these feelings, but at the same time, the clock is ticking and windows of opportunity are opening and closing. You may think “there’s no time for processing!” Skipping this step, though, could rob you of the opportunity to learn from the experience, the kind of lessons you can’t get in a classroom. So give yourself 30 minutes or so to answer the following questions:
- Why didn’t this person work out?
- What was my role in that situation?
- What can I do differently next time to increase the likelihood of hiring someone who is a good fit?
Then forgive yourself and move on. Seasoned leaders and HR professionals with specialized training make bad hiring decisions every day. The goal is to get better and better at identifying the competencies and qualities you’re looking for and then providing the conditions for that person to make their best contribution.
As always, feel free to reach out for a free 30- or 60- min consultation to discuss your own team challenges: Calendar | [email protected] | +1 512-497-9097
