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“We should place confidence in our employee.
Confidence is the foundation of friendship.
If we give it, we will receive it.
Any person in a managerial position, from supervisor to president, who feels that his employee is basically not as good as he is and who suspects his employee is always trying to put something over on him, lacks the necessary qualities for human leadership – to say nothing of human friendship.”
—–
Harry Humphreys
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“The conventional definition of management is getting work done through people, but real management is developing people through work.”
—-
Agha Abedi
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Well.
Leading and managing people is possibly one of the most rewarding things you
can do in a business career.
Firing people is possibly one of the most unrewarding things you can do in a business career.
Unfortunately these two things are inextricably linked.
I could argue that once you assume responsibility for firing someone … you learn more about yourself, and I imagine others learn about you, than from almost any other responsibility you assume as a leader.
No one likes firing people. Well. No one who is any good at business leadership. I don’t care if you absolutely hate the person you are firing, if the person has actually committed a fireable offense and you are in the right to fire them, or even if you fire someone for good reason … suffice it to say … it never feels good to fire someone.
And because of that … a good business leader never delegates the tough termination. And they never send someone to terminate a direct report.
Generally speaking … you fire anyone who is a direct report, or you were directly responsive for hiring, face to face.
Yeah.
This may not be, logistically, the easiest thing to do but it is part of the burden of responsibility. It is the mantle you wear and it is what you are obligated to offer the person being terminated – dignity & respect.
Anything less than that and you are shirking your responsibility. Anything less than that is … well … chicken shit. And you are a chickenshit business leader if you do not do these things.
Sure.
What I just shared is a hard lesson but one business people learn in young management.
I will never forget the first person I ever fired. Paul.
An absolute great guy in absolutely the wrong position and possibly career. But that doesn’t mean it was easy to terminate him. While I was 99% sure it was the right thing to do <and my boss and her bosses agreed> there was an extraordinarily loud 1% in my head that kept me awake that night.
Inevitably he chose a different career and went on to become an SVP of sales.
And he was kind enough to drop me a couple of notes to tell me it all worked out for the best.
But I will never forget firing him. I can honestly say I never forget anyone I have fired <and that is a semi-long list after years of management>.
However.
I would like to think my leadership career is measured more by the people I did not fire.
Not firing, in a larger organization, can be harder than you think.
I think I spent more time explaining to the most senior people why I would not fire some of the people I managed than I did ever discussing almost anything else about employees with them.
Well. That is … it felt that way.
The crap that floats upwards into senior leadership about individual employees is amazing. The littlest mistakes and quirks seem to take on exponential size when it arrives at the most senior people — and they do not hesitate to share their disproportional views.
Regardless. All of those views cut into the ‘trust belief’ … are they respected within the organization, do they have the trust of the organization and can they be trusted with their responsibility.

And that is when you earn your stripes as a manager. You do not cave in to the ‘easy thing to do’ but rather stand up for your people and let the chips fall as they may. Oh. And you learn it is totally worth it to not take the easy way out.
Let me be clear.
No one is perfect. I was not a perfect employee nor was a perfect manager. And, yet, when judging employees there sometimes is the ‘perfect measure’ of which becomes the absurd standard.
Yes.
We should judge senior people more critically but we should judge them fairly.
Anyway.
I didn’t fire a lot of people. And I can think of at least 4 who made me incredibly proud that I didn’t … despite some pressure from others to do so.
All 4 of these have sent me notes at different points, not thanking me for not firing them but rather for simply giving them a chance, believing in them and seeing something in them that they knew <because all employees know when they are under ‘the human resources microscope’> many others didn’t.
All 4 of them have been professionally successful and, more importantly, are solid good human beings. Neither of those are because I didn’t fire them but rather vindicate the non-firing decision.
All that said.
Firing someone, despite the pain of actually doing it, is often the easy way out and is certainly a way to avoid looking at your own flaws.
Flaws? I sometimes believe one of the hardest things you can learn in your career is that your best is not particularly special.
Learning the fact that your talent, in reality, is matched by a shitload of people.
Learning that your best is relatively easily matched by a shitload of people.
It is an unfortunate truth that:
- Talent is talent.
- Smarts are smarts.
- And expertise is almost always relative.
At any given point in Life and your career you can look around you and, if you are self aware, you will note you are rarely the most talented, rarely the smartest one in the room and rarely the only expert.
Even on your best day you may not actually be the best.
I imagine that is a tough thing to get your head wrapped around.
But I also imagine if you do wrap your head around it evaluating employees and how you fire them is affected.
I always watch how someone terminates an employee.
You can learn a lot about people in that situation … and you can learn a shitload about how someone feels about dignity, respect and responsibility in how they terminate an employee.
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Postscript 1: under the general heading of “chickenshit” from a business perspective I will comment on a Trump firing:
There are hundreds of different viable reasons to fire someone and if you have the responsibility to hire & fire and it is ‘at will’ you can do what you want. But HOW Trump fired James Comey was chickenshit.
It wasn’t face to face with a direct report <or even face to face with anyone … just a letter delivered by a non-government employee>.

While there appeared to be no sense of urgency to terminate the action was taken with an absurd sense of senseless urgency which permitted Comey the indignity of being blindsided, in the middle of a commitment to the people who reported to him and not even in town.
This was a chicken shit way of terminating an honorable employee. It is indicative of Trump’s lack of character.
Postscript 2: Under the general heading of “this is some crazy shit” from a business perspective:
Firing someone for lack of confidence when the people who you are actually working for have a general lack of confidence in you is slightly surreal.
This may actually be the ironic point of this little postscript rant.
The stated “Donald J Trump fired his FBI Director because of ‘lack of confidence’ is … well … crazy shit.
Well. If that is a true criteria and I were to look at some national polling data I could argue Trump could be fired on the same criteria by the American people.
Most leaders do not defend their firing decision through childish name calling.
“Crying Chuck” .. “Richie” in quotes <instead of Richard>. Calling people diminishing names. Childish crap like that. I have been criticized as a leader for people I have fired, as well as people who I didn’t fire, and when appropriate I responded with some “why I did it” information but I never deflected my choice & decision onto others by suggesting they were not qualified to criticize … and I certainly always treated peers with a modicum of respect.
Tweet response rather than standing up in person
Sniping from the sidelines is not leadership.
Period.
‘nuf said.











I am no psychologist but I imagine the people who talk like this, and the ones who talk in first person <Ricky Henderson most likely being the most famous first person speaker — he called San Diego GM Kevin Towers and left the following message: “This is Rickey calling on behalf of Rickey. Rickey wants to play baseball.” > are people who are actually trying to persuade themselves that they are smart, have a good brain and know good words.
Just once becomes … well … okay just one more time … and then … oops … and you are well on your way on the slippery slope.

This is about how we have a simplification crisis.
Going back to the ‘destructive behavior’ thought I shared earlier … oversimplification is anything but efficient. It actually demands more time in a variety of ways. The two simplest ways it does so is <1> the time we over invest attempting to isolate the simplest version of what is anything but simple and <2> the amount of time & energy we have to invest explain everything beyond the simplistic tripe initially offered, to thwart misguided behavior & reactions to the oversimplified offering & to redefine the oversimplification into bifurcated parts of the oversimplified whole.
I admit.
it does reflect the complexity of reality and the mind and it reflects how to … well … help make us less stupider.
I imagine what I am talking about is some wacky version of awareness versus engagement … but that shit is bullshit too.

topics discussed these days – with both Trump voters and non-Trump voters.

my guess is maybe 15 million, truly deplorable people in the USA … say maybe 6% of adults. Here is the bad news … we tend to suggest those 6% are representative of all Trump voters <as well as all that is ignorant, deplorable and bad about USA>.
15%.
30%.
Its also <slightly> interesting I used an Ayn Rand quote to open a thought on business leadership.
I point out the vision and instincts aspects because it is that ‘dance’ which … well … can make a business dance. Some people talk about strategy & tactics but this is a little different. This is kind of a step up from that.
aspect but had an incredibly strong sense of ‘right versus wrong’ with regard to business philosophy and excellent instincts which tended to permit a shitload of progress <if not particularly visionary progress>. I would note he was pretty good at hiring some people who were visionary and combined with what he was good at he had a nice ability <albeit sometimes a lite too pragmatic> to tighten some loose vision and … well … get shit done.

some topic and make a statement and 99% of the time the other person will say <usually indignantly> “where did you hear that?” … and I could say “well, Albert Einstein said it” … and I can almost guarantee I will get the following question … “when did he say that?” … and if I said “well, he said it on <pick your poison … FoxNews, MSNBC, CNN, NYTimes, Washington Post, etc>” … I can almost guarantee I will get a ‘lean-back-in-chair-moment combined with a sage “oh, he is biased.”

We live in a wacky world in which we have no experts, we trust no institutions to not have some nefarious intent and truth is in the eyes of the beholder.



The only places in which Trump’s numbers rose versus Obama are … uhm … Russia <which rose a staggering 43 points, 11% to 54% confidence>and Israel. And, I would note, that despite the common perception Obama was loathed by Israel, Obama’s confidence ratings varied from 49% to 71% during his administration as compared to Trump’s current 58%.
international numbers should make anyone and everyone take a moment and pause.
Which leads me to my point <other than expressing some sadness> … a word to the wise <and even a
often argues that words don’t matter and behavior is more important.
Look.

collusion or coordination of efforts between anything I will outline and the Trump campaign. The analysis of that will be done by greater minds than mine.

number you want depending on your cynicism but suffice it to say the US Intelligence agencies are aligned in some form or fashion> agreed Russia was fucking within our election. They didn’t go into details but rather just said “they, they are doing this” <and did some behind the scenes stuff to deflect some things they did>.
These honeypots often appear as friends on social media sites, sending direct messages to their targets to lower their defenses through social engineering. After winning trust, honeypots have been observed taking part in a range of behaviors, including sharing content from white and gray active measures websites
trail led to Macedonia and Albania. In mid-September, he emailed a few of his private investigator friends with a list of the sites. “Very creepy and i do not think Koch brothers,” he wrote.
in the oval office.