Fred deeply respected leadership – its joys, its challenges, and its rewards. “On rare occasions I’ve had the feeling I was God’s man in God’s place. That’s the greatest reward. Not that I have accomplished so much, but that what I have accomplished has sometimes been worthy and blessed by God.” Fred’s experiences and ideas from Learning to Lead are just as helpful today as they were in 1986.
Legacy was one of Fred’s favorite ideas. When BWF began, the foundational verse was set – 2 Timothy 2:2. We are an organization celebrating the wisdom and the process of its transference. Thank you for supporting us prayerfully and financially.
No one wants to be known as a hatchet man. But after all corrections have been made, a leader must be willing to fire or relieve of responsibilities. It is important for the organization to know you are able to do this. It isn’t a power play, but an illustration of commitment to the mission.
The reason for dismissal determines the method and timing. Here are a few examples: Character failures: There is no reason to delay. Swift action is necessary for organizational integrity.Personality conflicts: Evaluation of role and position is the first step. Sometimes a very capable person is a poor fit in certain groups. Personality misfits occur at times that are not job related, but emotionally based. A move can provide helpful. After changing the role and watching the progress, the problem still exists, the person must go.Irresponsibility or poor performance: A manager begins by documenting, gathering enough specific information about errors or bad judgments to support the change. When I see an employee who simply wants to get by, I light a fire with a jolt of fear. This is an effort to quick start the motivation to move from “get by” to “get back to work.” If the slothfulness continues, release is the only recourse. One observation: I have rarely let an employee go who didn’t know they weren’t doing the job. And, often the kindest thing a leader can do (for the individual and the organization) is relieving them of a job that isn’t a fit.
Inactivity on the part of the leader signals ambivalence and often selfishness. When I am tempted not to act in a tough situation I have to ask myself, “Am I holding back for my personal comfort or for the good of the organization?” If I am doing just what makes me comfortable, I am embezzling. If in doing what is best for the organization, I find satisfaction and even comfort, then that is great. But if I am matching an employee’s irresponsibility with my own leadership irresponsibility, I am mistakenly thinking two wrongs make a right – and they never do.
Think carefully about: 1) When is letting someone go the best decision? 2) How did losing a job actually benefit me? 3) Who isn’t a good fit in my organization?
Words of Wisdom: “It is important for the organization to know you are able to do this. It isn’t a power play, but an illustration of commitment to the mission.”
Wisdom from the Word: “if it is exhortation, he must exhort; if it is contributing, he must do so with sincerity; if it is leadership, he must do so with diligence; if it is showing mercy, he must do so with cheerfulness.” (Romans 12:8 NET Bible)______________________
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The Weekly Thought from Breakfast With Fred
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