By Inge Geerdens, originally published on LinkedIn (https://www.linkedin.com/today/post/article/20140423114614-44558-shades-of-grey)
The other day, I had to let go of an employee. Not because he was performing poorly, but simply because our business had changed completely over the past few years (I sold one company) and we didn't have any new projects fitting his profile nor preferences. It wasn't a decision I made overnight. It wasn't even my decision. We talked about it on several occasions. And eventually we agreed to terminate our collaboration as soon as he would have found a new challenge. It felt like the right thing to do after having worked together for so many years. And I was convinced he would find that new challenge soon enough. I was happy we would be able to go our separate ways in good order and hoped he would find a new position where his competencies would be more valued.
Fast forward. We're now just a few weeks later, outside office hours. I'm still on the job though, together with another colleague. Something happens and we need the assistance of our colleague urgently. "I don't think we'll be able to get a hold of him," says the colleague. Why's that? "Well, he got the sack. He's finding it hard to stay motivated." Right. I didn't see that one coming. I'm naive. And the colleague got it right. It wasn't until the next day we got a hold of him.
Now, we are a SAAS company, meaning we provide software AND a service worldwide. We have to keep our tools running 24/7, even if that means working the occasional nights and weekends. However, Belgian law makes it very difficult to put such a flexible schedule in a contract. So your best bet is to hire people who share your passion, willing to 'volunteer' on such occasions.
I know I fired this person, but I considered that merely a technical matter. I thought we agreed it was the best option for all involved, allowing him to grow professionally elsewhere. It never crossed my mind that he had been FIRED. We just reached the end of our partnership, for now. Time to move on for both of us.
It got me thinking about my leadership style. I have always valued being open, honest and correct. Even if I wanted to, there's not much you can hide in a small business. So I embrace transparency to the full extent. I think aloud, I cut to the chase and what you see is what you get. I can be very flexible and friendly, but I always put the company first and I value the group's wellbeing over an individual employee. I have accepted that, on the short term, it does not necessarily make me nice or likeable. Many would even say on the contrary. But I also wonder whether it would make any difference if I were to be more easy-going. I don't think so. I am the boss with all the perks and the quirks. I may be the bitch and the witch, but trust me: people want me to take decisions, even harsh ones. They just don't want to be affected personally. We all know the world is painted in shades of grey. We just find it easier to believe it's either black or white.
What's your experience?