Dear Yogesh,
Please guide me on how to know whether to let him go
Sincerely,
Arush
Dear Arush,
Managing people can be one of the most challenging aspects of running a business, especially when the stakes are so high and the success of your startup is tied to the performance of others. The uncertainty you're feeling is completely understandable, particularly when you’re trying to figure out if the issue lies with your sales rep’s ability, motivation, or even your product.
To help you navigate this situation, there’s one key question that can shift your approach and clarify how to move forward: “Is this a motivation problem or an ability problem?” This question is a game-changer in diagnosing the root cause of performance issues. Once you identify whether the challenge is due to a lack of motivation or insufficient ability, you can decide on the most effective solution.
1. Stick to the Facts
Performance conversations can be tough, but they don’t have to be emotional. Focus on the facts rather than assumptions. Start by clearly describing the gap between your expectations and the results you’ve observed. For example, your sales rep has been with you for a year but has made only one sale. That’s a fact. By sticking to the facts, you avoid inferring anything negative about the person’s character, which can lead to defensiveness and derail the conversation.
2. Diagnose Motivation vs. Ability
When someone’s performance isn’t meeting expectations, it’s easy to assume that they’re not trying hard enough or that they lack competence. However, it’s crucial to dig deeper and ask whether it’s a motivational issue or a lack of skill. After presenting the facts, ask open-ended questions like, “Do you have the resources and training you need to succeed in this role?” or “Is something else affecting your ability to perform?” Be genuinely curious and listen carefully to their response. You may find that there are barriers you didn’t anticipate, or you may discover that motivation is the issue.
3. Make It Easy
If the problem is ability-related, no amount of motivational talk will help. The best way to support your sales rep is by identifying and removing the barriers that are preventing them from succeeding. Ask what they need to close more deals—better tools, more training, different collateral, or perhaps more support from marketing. Collaboratively brainstorm possible solutions. Sometimes, what they need might be something simple, but if they don’t have the resources or support, they won’t be able to perform.
4. Avoid a Power Play
If you discover that motivation is the real issue, it’s tempting to use your authority to push them into performing, especially when your business is on the line. However, wielding power will only damage your relationship and could lead to disengagement. Instead, focus on highlighting the natural consequences of their lack of performance. Discuss how their actions (or inactions) affect their job, the success of the company, and their own professional reputation. Help them see that their performance is not just about numbers but also about long-term impact.
5. End Well
Once you’ve had the conversation, be clear about the next steps. Outline specific actions that both you and the employee are responsible for, and make sure there’s a clear timeline. Without deadlines, there’s no accountability. The goal is to set achievable expectations, whether that means giving them the tools they need or addressing their motivation to ensure they can succeed.
I recommend having this Crucial Conversation before making any decisions about letting your employee go. It’s important to tackle the problem head-on and figure out whether it’s something that can be fixed. In many cases, performance challenges can be addressed, but it requires diagnosing the problem early on and taking action.
It also seems that allowing this situation to go on for a year without addressing it has put you in a tough spot. In the future, it will be essential to have regular performance conversations to avoid letting issues fester. Ongoing dialogue will help you spot issues early and offer solutions before they grow into bigger problems.
Performance management is about maintaining an open, ongoing conversation. If you make these performance discussions frequent and focused, you’ll have a clearer sense of whether the issue is solvable. And if it isn’t, you’ll be able to make the difficult decision to part ways with confidence.
Best regards,
Yogesh
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