Cameron Herold explains when and how to fire someone. Fire only if they repeatedly break core values or can't deliver results that justify the role. Keep the conversation brief, use a script, avoid debate, and do it at day's end so colleagues can support them.
Chapters
So when I'm letting someone go, there's no good day. It's not like Wednesday is better than a Thursday is better than a Tuesday, and there's no good week. There's no. It's like before Christmas or after Christmas or before. Like, there's just nothing. It sucks. I tend to look at only one of two reasons to replace someone. Either, A, they're no longer a cultural fit, and it's usually because they're routinely breaking the core values, or B, for them, what we're paying for, the role that they're in, they're just not getting the results that we need to make an ROI worthwhile. So it's one of those two reasons when I have the conversation with someone to let them go. It's really being very empathetic, that they're somebody's son or someone's daughter or somebody's mom or somebody's dad, somebody's brother or sister. They need to be treated accordingly. Right. They're humans with feelings, with families, so I kind of treat them that way. I also keep the discussion very brief. It reminds me of the day back when, you know, I was trying to get into a bar and the bartender said, I'm sorry, you can't come in. You're wearing running shoes. I said, yeah, but my friends are inside. The bouncer said, I'm sorry, you can't come in. You're wearing running shoes. I'm like, my girlfriend is the general manager. Sorry, you can't come in. You're wearing running shoes. I'm like, I want to buy the bar. Sorry, you can't come in. You're wearing like. They didn't debate. They just kept going back to the saying. So there was really nowhere for me to go. So when I'm letting someone go, I have a very similar discussion. Hey, so? And so. I'm really sorry to have this discussion. I'm sorry it's not working out anymore. We're letting you go, and today will be your final day. And it's because it's no longer a core values fit, or it's because we're just not getting the results that we need. I have your termination letter and your termination pay here for you. And again, I'm sorry it didn't work out. That's literally the script as close to verbatim as possible. And when they start to ask questions, I just go back and revert to it. I'm sorry, you're wearing running shoes, you can't come in. So I just say, I'm sorry, it's not working out. It's just not a core value set anymore. But, but, but I'll try harder. I'm sorry it's not working out. It's just not a core value set anymore. Usually at the second or third time that they do it, they get it. And you're doing it in a clean way with the letter. You're not getting into a debate or discussion around it. So it usually is an easy way for them to do it. I try to let people go at the end of the day, not in the middle of the morning, so they can actually leave. Usually gives them time for maybe their co workers to check in with them a half hour later when they've left. There's no good day. It's not like Wednesday is better than a Thursday is better than a Tuesday, and there's no good week. There's no. It's like before Christmas or after Christmas or before. Like, there's just nothing. It sucks, it's hard, but it's a skill and it's a muscle that you'll develop as a leader.
