Question

Read the passage below and give a detailed answer about leadership and terminating employees.

If you don't believe in yourself and in your ideas, then it's difficult to imagine that anyone else would pay attention to you. Leadership has to start with you. Just like Dorothy in The Wizard of Oz, you can't look for someone behind the curtain to solve your problems. The very first voice of doubt is often the one inside of you, and unless you believe in yourself and can deal with that self-doubt, it is unlikely that you'll speak out, stand up, or step forward. Melissa Poe Hood, as a fourth grader in Nashville, Tennessee, became concerned about the environment, and decided to do something about it. She started a club in 1989 called Kids F.A.C.E. (Kids For A Clean Environment), which is today the world's largest youth environmental organization, with more than 300,000 individual members in 2,000 club chapters located in 15 countries. Looking back on that experience two decades later, Melissa noted that: “Change does not begin with someone else. Change begins in your own backyard, no matter your age or your size. I had no idea that one simple action could change my life so much. Most journeys start this way, with simple motivation and a choice to do something or not. You never know where one step will take you, and you never know where the next one will lead. The difference with being a leader is that you take the step; you take the journey. The greatest obstacle you will ever encounter is yourself.” Just as Melissa realized, you have to believe in yourself. You have to trust yourself. You have to have confidence in yourself. You have to be convinced deep down that you have as much capacity to lead as anyone else you know. You won't always be right, but you'll become an active learner and more proficient in the process. But it's not just what you tell yourself that can keep you from exercising leadership. All too often, what others tell you influences you to give up. In fact, one of the most adverse consequences of the talent myth is that, if interpreted rigidly, it inhibits people from attempting to become leaders. Told that leadership is limited to only a few with the special talent for leading, people can conclude that they can't learn it, and so they don't attempt it—or they give up once they find that it's not easy, or they blame it on the lack of talent. Don't let yourself become one of those people who doesn't try. Don't let anyone tell you that you can't lead. In a series of classic experiments, professors Albert Bandura and Robert Wood documented that self-efficacy—defined as an individual's belief in his or her capacity to produce specific actions—affects people's performance.5 One group of managers was told that decision making was a skill developed through practice: The more one worked at it, the more capable one became. Another group of managers was told that decision making reflected their basic intellectual aptitude—the higher their underlying cognitive capacities, the better their decision-making ability. Working with a simulated organization, both groups of managers dealt with a series of production orders requiring various staffing decisions and establishing different performance targets. Managers who believed that decision making was a skill that could be acquired set challenging goals for themselves—even in the face of difficult performance standards—used good problem-solving strategies, and fostered organizational productivity. Their counterparts, who didn't believe they had the necessary decision-making ability, lost confidence in themselves as they encountered difficulties. Over multiple trials, they lowered their aspirations for the organization, their problem solving deteriorated, and organizational productivity declined.6 Another important finding from these studies was that the managers who lost confidence in their own judgments dealt with this by finding fault with others. They were quite uncharitable about their employees, regarding them as not capable of being motivated and unworthy of much supervisory effort. If given the option, the managers reported that they would have fired many of these employees. In another related experiment, one group of managers was told that organizations and people are easily changeable, and another group was told that “work habits of employees are not that easily changeable, even by good guidance. Small changes do not necessarily improve overall outcomes.” Those managers with the belief that they could influence organizational outcomes by their actions maintained a higher level of performance over time than those who felt they could do little to change things. The latter group lost faith in their capabilities, and as their aspirations declined so did organizational performance levels.

Answer 1

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On reading the above passage, below is my opinion and views on the topic leadership and terminating employees.

If you have made the decision to terminate an employee, it may be mentally distressing to realize at any stage in the near future that you will have to get into the conflict. To stop making it impact you and your own success at work, it's best to start planning as soon as possible so you don't drag it out. Any second they're still present is wasted time attempting to find a replacement, and wasted time seeking a new job that's best suited for them. Gather all the information you need, including convincing facts as to why you wanted to take it in this direction, and run over potential scenarios in your head. If you feel sure that you are ready, the best way to rip it off. Believe it or not, forms to terminate an employee are right and wrong. Using system for sandwiching. The process of sandwiching applies to nestling the bad feeling between two positive comments for softening the blow. Start with a positive, such as a compliment, then break the news with your constructive feedback, and finish with another positive, such as motivating words, encouragement, etc. Take it literally. No one needs email, fax, phone call, voicemail, IM etc. Moreover, they need to be able to communicate their emotional response in person, regardless of how unpleasant it might be for you (assuming it is not an intense response that borders on abuse, panic or danger to safety). Don't get too upset. This high is difficult to do because many business leaders get close to their subordinates but want to stop being depressed, furious, cynical, combative, etc. Remain cool, no matter how feeling. Don't embarrass them. Keep it short and sweet, to the point. Having your decision too wordy or over-explaining will open doors for discussion or contention that you may prefer to stop. Neither make guarantees. Trying to give them an enormous severance, incentive or recommendation will be simple, because you feel bad. Although this is generous and reveals something about your integrity, in one way or another they have actually already abused your money.

Conclusion -

You can only control your own reaction and emotions, as one of two aspects of this confrontation. Although you have the ability to manipulate their attitudes and emotions, you just have so much momentum in doing so. Leaving in good conditions means directing the room strength, remaining polite and giving them all the best. Doing those things won't mean you'll finish on good terms (as they'll always have their own emotional response) so at least you'll have confidence feeling you've managed an awkward situation like a true business leader with poise and composure.

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