In the minds of great managers, consistent poor performance is not primarily a matter of weakness, stupidity, disobedience, or disrespect. It is a matter of miscasting.
People come and go—it’s a reality, but it can be renewing. Sometimes turnover in a team is voluntary, and sometimes it is forced. Sometimes it is desirable—for example, the individual did not fit into the team, or there was insufficient work. Sometimes it is undesirable—for example, individuals have been poached by another team or organization, or they simply didn’t like the job despite being good at it.
In this chapter, we explore how best to handle departures respectfully so that maximum ongoing performance and minimum ...