From Decision to Action#

Once you have decided that someone needs to leave (see the previous chapter on Fire When Necessary), the question shifts from whether to how. The mechanics of letting someone go matter — they protect the dignity of the departing salesperson, the morale of the remaining team, and the manager’s own integrity.

The goal of the firing process is not to be tough or to win an argument. It is to bring a mismatched employment situation to a calm, dignified, professional close — without leaving enemies behind.

Time and Place#

Once the decision is made:

• Make a firm decision about exactly when and where the conversation will happen.
• Fire early in the week. This gives the person an opportunity to start looking for a new job immediately.
• Avoid Friday firings. There is nothing the person can do over the weekend except sit at home, depressed and angry. This is neither kind nor necessary.

Tone#

Never fire in anger.

You are not angry with the person. There is no negativity involved. The job has not worked out. It is unfortunate, but it is an inevitable fact of life. Be calm, cool, and gentle throughout.

Other tone rules:

• Protect the self-esteem of the person being let go in every way possible.
• Never criticize, condemn, or bring up the past. It is too late for that. The term of employment is over.
• Do not get into “he said, she said” arguments. Whatever the person did or did not do is irrelevant to the conversation.

Jack Welch was emphatic about firing people in a low-key, gentle, and professional way. His reasoning: “You will never know how the world turns. It may be that you will be applying for a job to work under this person at some time in the future. Don’t leave any enemies behind you.”

The Broken Record Method#

Brian Tracy taught this method to more than a million managers worldwide. It is the simplest and most effective way to deliver the news.

The script:

“Bill, I have given this a lot of thought. I have come to the conclusion that this is not the right job for you, and you are not the right person for this job. And I think you would be happier doing something else.”

Three pieces of language matter:

• “I have given this a lot of thought” — signals the decision is considered, not a knee-jerk reaction.
• “This is not the right job for you” — true, and the salesperson already knows it.
• “You are not the right person for this job” — also true, and demonstrably so.
• “You would be happier doing something else” — opens a forward-looking, dignifying frame.

Repeat, Like a Broken Record#

The core technique: repeat the same statement until the person finally accepts it.

Some managers have reported repeating these words ten or twenty times before the salesperson — who was never this tenacious before — finally accepted that the decision had been made and was irrevocable.

At that point, salespeople often thank the manager for their time and patience, and accept that the job is over.

Stay calm but determined. Do not be drawn into argument, justification, or relitigation of the past.

Severance and Save-Face#

Once the person accepts the decision:

• Offer the severance plan you decided on in advance. A standard rule of thumb: one week of pay for every year of employment, more or less depending on company policy and your judgment.
• Help them save face. Agree on a cover story — for example, “resign for personal reasons.”

From this day forward, discipline yourself to keep your mouth shut.

If anyone ever asks why this person left, look them in the eye and say: “Bill decided to leave for personal reasons.”

Never say anything negative or derogatory about a person you have fired. This can come back to haunt you — especially in a court of law.

The Final Action#

When the conversation concludes:

• Have the person leave the premises at once.
• Have someone supervise them as they clear out their desk and belongings.
• Transfer over credit cards, keys, and computer codes.
• Do not leave them alone, even for a minute — no phone calls, no goodbye conversations.
• Take them to the door, show them out, and wish them well.

If the separation is not amicable, or you have any reason to distrust this person:

• Change the locks the same day.
• Change all access codes for your computer network and the Internet immediately.

Your Personal Responsibility#

Just as hiring is 95 percent of your success in building an effective sales team, firing is also an essential part of your job.

It comes with the title. It is seldom easy. It can be painful and emotional. But you owe it to:

• Your company.
• Your other salespeople.
• And especially yourself.

Action Exercises#

1. Apply zero-based thinking: who on your team would you not rehire today? The first name that comes to mind is your answer.
2. If a name surfaces, schedule the conversation early in the week using the broken record method. Plan severance and the save-face cover story in advance. Then act.