HOW TO FIRE AN EMPLOYEE - WITH COMPASSION
When firings have to take place in the church, they should be
done only after careful and prayerful consideration. A balance of
mercy with stewardship and forgiveness with accountability are
called for.
Ask these questions before making the decision:
- Who believes this person needs to be replaced? Are you the
only person who thinks this person should be fired, or do
others sense the need as well? If only you want the change,
perhaps there is a personality conflict that needs attention
and resolution.
- What is the basis for the dismissal? When there is a basic
character problem - lying, moral compromise, deceitfulness -
a quick removal is in order. Forgiveness, rehabilitation, and
restoration into fellowship is in order, but not restoration
to a position.
- Other possible grounds for dismissal would include serious
relational problems. If a person is chronically at odds with
other members of the team, or when a staff member shows an
obvious negative attitude toward the church or organization,
it's time to let that person go. Negative thinking can spread
like a cancer.
How to fire a church employee:
- Do it personally. A letter or memo is too cruel and
impersonal, allowing feelings of desertion to be magnified
and bitterness to be cultivated. A personal encounter allows
for tears, anger, and other emotions that accompany such a
blow.
- Do it quickly. Deliver the news promptly and directly before
rumors have a chance to reach the worker being terminated.
- Do it gently. There is no need to write a 12-page list of the
person's shortcomings. In fact, the person should have had
that list several weeks prior and been given a probation
period to work on his or her problems. Gentleness does not
require dishonesty. If the person is ill-equipped for the
job, it is more harmful to pretend otherwise. Remember that
HOW and WHEN the messages are given can soften the blow.
- Do it without bitterness or malice. Emotional outbursts or
attacks on the person's character are counterproductive to
the goal of the person's growth.
- Close off responsibilities quickly. The longer a lame duck
has to drag on in the job, the lower his or her productivity
and the more he or she depresses the zeal of others. A
drawn-out firing process opens the door to lobbying for a
reversal and excuses for poor performance.
- Be discriminating. "All the facts" do not need to be divulged
to those whose interest is to slander or gossip. Choose your
words cautiously. Do not make matters worse than they are and
needlessly jeopardize the person's future.
- Anticipate the person's reactions and be prepared with your
answers. Also consider the effect on those close to the
person. How might you help those who may be hurt or offended
in this change?
- Offer help. If at all possible, help that person find a
position more suited to his or her capabilities.
John C. Maxwell speaks nationally and internationally
and directs Injoy Ministries, an organization that
works to maximize the potential of church leaders and
Christians working in the secular world. He is the
author of several other books including Be All You
Can Be.
From Be A People Person by John C. Maxwell, copyright
(c) 1994. Used by permission of Victor Books, an
imprint of Chariot/Victor Publishing, a division of
Cook Communications, Colorado Springs, Colo. To place
orders call toll free: 1-800-437-4337.