The Truth About Termination: When Performance isn’t the Problem
Over twenty years in career transition and leadership development coaching have taught me a profound lesson: performance issues are often about environment and leadership, not individual capability. I have worked with hundreds of professionals across Canada who were terminated without cause and branded as poor performers, only to thrive in new roles under better leadership and cultures.
One story stays with me. A senior marketing executive, Natalie, had a track record of driving multi-million-dollar campaigns and leading high-performing teams. When a new CMO took over, Natalie was suddenly labeled a poor performer. Her new leader felt threatened by Natalie's past success and minimized her contributions, and within months, she was fired. These shifts can also come from differences in leadership style, unclear expectations, lack of alignment with new organizational values, or leaders eager to bring in their teams.
Natalie felt like she had gone from a hero to a zero in her organization, and the emotional toll on her was profound, creating self-doubt, anxiety, and a loss of confidence. Helping individuals rebuild their career stories, regain their trust in themselves and their capabilities, and find environments where their experience is valued is central to the career transition process. I worked with Natalie through her job transition, and within six months, she landed a similar role at another company. There, she thrived — exceeding targets and earning accolades. The only difference? Natalie's new company had leaders who valued her skills and a culture that empowered her success. Situations like Natalie's are not uncommon.
Are there companies out there who are doing the right things when leadership change occurs? Absolutely. I've supported new leaders who have superstars like Natalie on their teams and who were able to retain and inspire top talent. What do they do differently?
Advice for Leaders, HR Professionals, and Employees
For Leaders: Invest time in understanding your team's strengths and communicating clear expectations. When inheriting a team, avoid rushing to judgment. Give people a fair chance to succeed under your leadership.
For HR Professionals: Advocate for fair termination processes considering context and performance history. Promote exit interviews to understand patterns and improve workplace culture.
For Employees: Remember that termination does not reflect your worth. Focus on your strengths, seek environments that align with your values, and don't hesitate to ask for help during your transition.
Strategies for New Leaders to Empower Performance:
1. Open Communication:
• Initiate Transparent Dialogues: Engage in candid conversations to understand the team's dynamics, individual roles, and ongoing projects to foster trust and clarify current operations.
• Set Clear Expectations: Articulate performance standards and organizational goals to ensure alignment and mutual understanding.
2. Recognize and Leverage Existing Strengths:
• Acknowledge Past Achievements: Celebrate team members' accomplishments to validate their contributions and boost morale.
• Assign Challenging Projects: Delegate responsibilities that align with individuals' strengths, providing opportunities for them to excel and showcase their expertise.
3. Foster Professional Growth:
• Offer Development Opportunities: Provide avenues for continuous learning, such as workshops or advanced training, to keep top performers engaged and evolving.
• Encourage Skill Diversification: Support employees in exploring new areas within the organization, promoting versatility and sustained interest.
4. Cultivate a Positive Work Environment:
• Promote Work-Life Balance: Implement policies that support employees' well-being, recognizing that a balanced life enhances productivity and job satisfaction.
• Build a Collaborative Culture: Encourage teamwork and open communication, creating a sense of community and shared purpose.
5. Provide Constructive Feedback:
• Regular Constructive Feedback: Offer continuous feedback to acknowledge accomplishments, tackle challenges, and foster professional development through clear, actionable guidance.
• Implement a Fair Reward System: Recognize and reward high performance, effort, progress, and resilience. Emphasize growth, learning, and improvement to motivate continued excellence, foster a development culture, and inspire long-term loyalty.
By embracing these strategies, new leaders can retain top talent like Natalie and inspire them to reach new heights, driving the organization toward continued success.
Final Thoughts: Performance is rarely about capability alone. Leadership and culture can inspire people to take on new challenges and achieve their goals, while the wrong environment can stifle even the most talented professionals. As we continue to navigate the evolving world of work, let's remember that success is not just about the individual's ability — it's about the environment in which they are empowered to perform.