WorldWide Drilling Resource

38 SEPTEMBER 2021 WorldWide Drilling Resource ® Emotional Deadwood by Tim Connor In every organization, there is at least one employee who has retired, given up, permanently lost his or her motivation in the organization, or is burned out beyond repair. There are other very personal rea- sons why some employees become no longer productive, regardless of their position. I am not suggest- ing you arbitrarily, without any conscience, let go of people who have lost it. I am suggesting, however, that often letting this person go is the best thing you can do for them, as well as your organization. I’ll bet at least one of you reading this has worked for an organization at some point where everyone knew a particular employee should have been terminated, for whatever reason. I will also wager the consensus of the employ- ees who worked with or for this individual was: “Why hasn’t management acted on this person yet?” Letting go of emotional deadwood is often difficult due to any variety of circumstances - either personal on the part of the employee or yours as their manager. Keeping them when they are beyond salvaging does you, the employee, and the organ- ization unnecessary damage. When you hang onto these people, you send a loud and clear message to your other employ- ees that you, for whatever reason, lack the management ability, courage, or decisiveness to act on a difficult situation. This lack of confidence on the part of your employees will eventually impact their respect for you in other areas, which may affect your overall organizational effectiveness. Terminating any employee is a dif- ficult task for most managers, unless of course one is a direct descendant of Attila the Hun. Here are a few ideas to ponder when considering letting an employee go: 1. When you realize you have made a hiring mistake, fix it quickly. 2. Never let your concern for a personal relationship with an employee prevent you from doing what is best for your organization and them. 3. If you have decided to terminate an em- ployee, check with your human resources department, attorney, or some expert on the information you should keep, as well as the best method for handling a situation which could prove difficult. 4. Always give the employee the benefit of the doubt by advising them of your dissatisfaction and permitting them one opportunity to change or improve. 5. Try a 30-, 60-, or 90-day probation- ary period prior to letting them go. Although, keep in mind they may make the changes necessary for the 30 days, then fall back into previous behaviors after the period is over. Be vigilant. 6. Always conduct an exit interview with a terminated employee. They may give valuable information or insight you wouldn’t have otherwise uncovered. In His service, Tim Tim Connor ma y be contac ted via e-mail t o michele@