Moving The Bad Actors To Another Stage

In virtually any corporate environment, today’s global leaders will make a lot of first impressions with new business partners, employees, vendors and others.


Invariably, they will also begin to form opinions about which among them really stand out, and who among them is most noteworthy for being a misfit.

If your company is like most, it probably hasn’t done anything to intervene after bad hires. Perhaps someone in the organisation is hoping these underperforming and/or culturally mismatched individuals who don’t align with company values will change their stripes and improve their performance.

The company may lack an effective performance assessment process, and therefore may be unprepared to sort the high-impact leaders from those who are actually stirring discontent across the enterprise.

Or it may be relying on an overwhelmed or incapable human resources function that fails to see how the chronic underperformers, complainers and exemplars of bad workplace behaviour is impacting the morale and performance of your company’s best people.

In today’s global workplaces, it is incumbent on leaders to recognise the impact not only of their top performers but also those whose failure to respect and assimilate with the company’s culture would set a very troubling precedent if they were allowed to stay.

Yes, the global executive’s calling to lead often forces difficult decisions about people. Yet not all of these judgment calls are difficult.

If you resolve a major organisational disruption by firing an employee who is causing far more harm than the good they may be contributing, you will send a truly positive message about what the organisation will tolerate and what it will refuse to live with.

You will enlist the support of employees who have been waiting for things to change and hoping for signs that their workforce can reach its potential by moving the bad actors to another stage.

You might even do the misfits a real service by getting them to realise the lack of leadership that cost them their job with your organisation and what they might have done better. In wishing them well, you might also encourage them to do better in their next career stop.

Few things can undermine a global executive more than the perception that he or she is willing to live with incompetence, poor management of employees, or outright abuse of them.

When you stand up to the bullies, you earn the trust of those who did not feel they had a voice in the organisation or felt isolated because of a lack of leader-level intervention.

The people you surround yourself with reflect your image in the eyes of employees. If anyone isn’t living up to your expectations, and isn’t engaging with people thoughtfully, respectfully and with a measure of dignity, they ought not be part of your team any longer.

Ultimately, the choice may be yours. Just remember, perceptions of fairness, workplace equity,  culture and how your company defines leadership shape other people’s view of reality. They can accelerate your mission or keep you from achieving it.

Copyright © TRANSEARCH International 2016

 

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