The individual who needs to be fired, is almost begging to be fired, but is still around, often performs counter-productively just to see how much you'll take. However unpleasant the act of firing may be, as long as you put it off, you expend energy in a continuous test of wills. An about-to-be-fired employee is like a corpse lying in the hallway. Somehow, everyone in the office knows when one of their associates has become superfluous, and tiptoes around the cadaver. And the longer that body lies there for apparently no reason, taking calls and drinking coffee, the greater the impact on office morale. Get rid of such a person before it's obvious even to the temps you need to, but haven't.
But however you approach terminations, remember this rule: when you get rid of someone, never, ever give them.a hook with which to get back into your organization.
Make a clean, definable and irrevocable break. Separations at the management level can be very expensive for a company, especially where employment agreements are involved. But regardless of cost, sever the relationship surgically and completely.
Don't try and save money by offering such hooks as stock options to the person you're terminating. Any money you think you're saving will be peanuts compared to the expenses and aggravation which you inevitably incur later on.
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Years before Great Western moved into its suite of offices high above the Houston skyline, I visualized precisely how those offices would look. I step into an elevator that speeds me directly to the 17th floor of a downtown glass-and-steel business tower. I step out onto an Italian marble tile floor. I turn and directly ahead of me is a great golden logo that reads "GW". Underneath it sits a beautiful blonde receptionist. I turn left and walk down a long corridor, at least 150 feet, past the offices of associates, until I reach the corner of the building. There, with full glass walls on two sides, is my office, complete with a large mahogany desk, richly paneled walls, spacious conference room, library, bar and executive lavatory.
When the day came in 1987, and we opened our 44,000-square-foot corporate headquarters in downtown Houston, I pushed an elevator button and the above sequence unfurled before me just as it had in my mind for all those years. As my shoes clicked across cool Carrera marble toward the young blond receptionist, I felt not so much a feeling of achievement as one of closure... of touching the vision which had already been so real for so long. I knew it because I had visualized it down to the smallest detail. It was the fulfillment of a dream. It was coming home.
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