Chapter 56. Firing
Firing is awful. You can try to avoid it, but even the most selective founders make serious mistakes. Here are a few things Iâve observed about firing:
The good people bounce up, the bad ones bounce down. I was told this by my boss once when he was firing one of my friends. At the time, I thought this just made him feel better about himself. Over time, Iâve seen the wisdom in what he said. Some people who get fired react by fixing their weaknesses. Others spiral down.
Do it early. If you think youâre going to fire someone over the next six months, you probably will. Donât wait too long. Too many founders do. Itâs better for management and employees if it happens fast.
Itâs awful. Youâre in control of a situation that will meaningfully hurt someone. Itâs an awful place to be. The fired person will go home and tell his/her family about how terrible it was. It was your fault. Perhaps your mismanagement caused it. Who knows. Youâll question it, and perhaps you are right to do so.
The other choice is firing everyone. Youâre the founder of the company. If you run out of money, youâre forced to fire everyone. If you donât fire the bad employees, you risk everyone elseâs jobs. Itâs an impossible situation.
The feeling is more likely to be mutual than you think. Most of the time, the person getting fired was already about to quit. The antipathy you feel is likely reciprocated. Itâs surprising how often this happens and management doesnât ...
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