Page 151 - Executive Warfare

The Team You Assemble

warn an employee that she has to accomplish a set list of things in order
to make it—even if that means you have to hang on to her longer than
you want to, knowing full well that she won’t be able to meet your con-
ditions. This will give you time to prove the case against her, either to
protect the organization legally or to help your bosses see the rationale
for the firing.
How you handle the actual firing is extraordinarily important. By def-
inition, it is a closed-door session. My advice is, make sure that you have
a witness in the room, preferably an
attorney who has been fully briefed in
advance. First of all, the presence of a BY THE TIME YOU
witness makes it a more dignified pro- REACH A FIRING,
cedure. The simple fact that there is a THERE MAY BE
third party to the conversation who can CONSIDERABLE
corroborate your story also makes the ANGER ON YOUR
likelihood of a lawsuit that much less. SIDE. WELL, IF
And you’ll have somebody there to pro- THERE WERE EVER
tect you. If you inadvertently say some- A TIME TO
thing you shouldn’t, it can be corrected SWALLOW SUCH
on the spot. EMOTIONS, A
Finally, the lawyer is likely to emerge FIRING IS IT.
from your office and broadcast that you
handled the firing really well—which
can send stock in your leadership abilities soaring.
You, on the other hand, should be extremely discreet about the entire
business. Some executives are actually stupid enough to brag about
what went on in a firing. It’s not good to share the lascivious details
because they spread through the organization like a virus. Allow your
now-former employee her privacy. That way you don’t provoke a law-
suit, and you don’t appear to enjoy inflicting misfortune on the people
who work for you.

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