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Firing a intimidating employee

firing a intimidating employee-12

Not because you’re paying her off, but because she’s worked for your company for 15 years and it’s the right thing to do.Employees who are fired in this manner are far less likely to feel they were treated unfairly.

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That means going through a process of progressive discipline, where you provide clear feedback about your concerns with her performance and what you need to see change, are explicit about potential consequences as you move through the process, and give clear warning before letting her go.They aren’t just a couple of wannabe punk kids, they are knee deep into the gang culture.Before I answer this, I want to note that I’m not going to address whether your fears of violence are warranted; I’m not in any way equipped to know if they are.But it’s worth remembering that even people in gangs deal with adversity in their families’ lives without turning to violence, and so your best bet is probably to proceed with caution but not terror.Fortunately, the best way to avoid violence stemming from a firing is the same way that employers should manage firings (but too often don’t): by treating the person with as much kindness and dignity as possible throughout the process.They’re far less likely to leave angry or bitter, and you’re far less likely to be a target of any hostility.

In your case, that also means that her family is less likely to be outraged on her behalf.

At each stage, you’re giving her the opportunity make the changes you’re asking for. Additionally, each step foreshadows the next (“If this doesn’t get better, we’ll need to talk about a more formal plan”), so that she’s very clear about where she stands and isn’t surprised by negative consequences.

Too many managers give lots of critical feedback to a struggling employee but never explicitly say that the person’s job is in jeopardy — and then the person ends up shocked and often angry when they’re ultimately fired.

And throughout this, you’re kind but firm, offering her a chance to improve, but not misleading her about what it will take to remain in her job.

So you don’t just jump into a “you’re fired” or even a “you might end up getting fired” conversation out of nowhere; if you haven’t already had serious feedback conversations with her about the problems, you start there.

They are 21 and 26 years old and neither one of them has ever had a job outside of drug dealing. So, all of them would be affected by her termination, and I fear for my safety if I terminate her.