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The number one rule for any respectable
camper? Leave the campsite better
than you found it.
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When my children were young, family vacations were often
spent at campgrounds within national parks, where one rule prevailed: leave the
campsite better than you found it. The idea, of course, is to respect the
natural environment by not just picking up your own trash, but by picking up
rubbish others have left behind as well.
Not long ago, while conducting interviews as part of the Return on Values research project, my
colleagues and I heard how one company compassionately coaches struggling
employees, and, when necessary, lets them go in a way that allows the
terminated employee to keep her dignity and respect. One of our staff members
commented, “It’s almost like the campsite approach to firing someone: you’re
trying to help them be a better employee, even as they need to leave the
company.”
Those of us in the room nodded our heads: that was exactly right.
It’s not just for the benefit of the departing employee, either: when done
well, and with respect, dismissing an underperforming or poor culture-fit
employee can improve your workplace environment and the team’s overall
performance. Let me share a story that illustrates this.
BerylHealth is a Dallas-area health care customer service
firm. Andrew Pryor, Beryl’s vice president for human resources, introduced our
research team to Beryl’s Decision Day process.
When an employee is struggling, either because of a poor
culture-fit or poor performance, Beryl’s leaders work to coach the employee
toward better outcomes. But when that’s not possible, Pryor brings the employee
into his office for Decision Day. He told us:
“The conversation always goes
something like this. We want you to be a part of our team. We think we made a correct hiring decision.
You absolutely 100 percent have a job to come to tomorrow. But for today, we
want you to go home. We’re going to pay you for today and we want you to make a
decision. Is Beryl Health the company for you?
Do you think you can meet our performance standards? Do you think you’d
be happy continuing to work in our culture?
And if not, come back tomorrow and resign and we part as friends. But if
you want to come back tomorrow; if you want to be a part of this great
organization we ask that you write a letter of commitment to us.”
In one case, an employee who repeatedly struggled to get to
work on time returned from Decision Day with the title for a new, reliable car.
Another employee whose argumentative attitude was hurtful to colleagues,
returned with a letter of commitment vowing to stop listening to political talk
radio on his drive to work so he could start his day with a better attitude.
About 30 percent of employees choose not to return, but they do so with the
knowledge that they were given the choice to make changes.
This may be the most compassionate approach to dealing with difficult employees I have ever encountered.
In the academic literature,
compassion in the workplaces is strongly associated with positive attitudes,
feelings and behaviors that have a direct influence on factors such as employee
retention and satisfaction. One team of researchers, led by the University of
Michigan’s Jason Kanov, identified three subcomponents of compassion: noticing,
feeling, and responding. In the Beryl example:
·
Leaders notice
an employee’s struggle to meet expectations (in terms of job requirements or
organizational culture);
·
Leaders have empathic concern for the employee, feeling the importance of this employee
to the greater team, and also feeling the employee has the capacity to change
behaviors, allowing him to stay with the organization;
·
Leaders respond
by discreetly offering the employee a day to decide how he will respond.
It’s tempting, when you’re taking down your tent and packing
up the minivan, to leave the pop cans and chocolate wrappers behind. Likewise,
it’s easy as a leader, to focus so firmly on getting a challenging employee out
of your organization that you lose sight of caring for that employee as an
individual. Beryl is an exceptional example of a company that does not forget a
leader’s first job is to compassionately care for his or her people, even the
ones that are on their way out.
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