It’s OK to Fire Underperformers Even if You Are Worker-Friendly
Overcoming her aversion to conflict was necessary for this entrepreneur to create the kind of environment in which she would want to work
Editor’s note: This first-person account of changing careers and starting a business is one in a series of eight stories shared by Next Avenue readers. The full collection is available here.
I loved food from an early age. After getting my undergrad degree in Food Science, I worked in product development for a food manufacturing company and eventually got my MBA in marketing. I went on to become a corporate sales and marketing manager.
I always knew I wanted to own my own business. With my background in food, the idea about owning my own restaurant felt like a natural choice.
One of the things that drove this desire to try something new was my 28-plus years in corporate America. I had become increasingly displeased with the way corporations treated their employees, so I decided to venture out on my own. My goal was to create a business environment that lifted and strengthened people.
How I Found Balance for Myself
When I started my own business, a Saladworks franchise, I initially struggled with balancing my work and home lives and let myself become depleted. While I made sure to provide my employees with the life balance they needed, I did not achieve it myself until recently — and I cherish it more than anything.
Something that helped me achieve this balance was becoming comfortable with the firing process. I didn't realize that not everyone has the same drive to "do good" that I have. I thought that by being a role model, having integrity, working hard and giving everyone opportunities to grow — that is, by being a servant-entrepreneur — all my employees would follow my lead.
Soon, I realized that not everyone was a fit for my core values and that it was all right to let them go. Once I became OK with that part of the process, I started finding balance in my life.
My leadership style came from an early job I had in college. My manager taught me the 4 F's of leadership — Fair, Firm, Friendly and Factual — and they have stuck with me ever since. But when I started my business, I was surprised to learn that I was more conflict averse than I had anticipated. With time, I have learned to adjust and grow for the betterment of my business and my employees.
I learned that by being direct, I help my employees. When I don't address areas where they need to improve, I hinder their ability to learn and grow.
My mom taught me a valuable lesson in leadership as well. When I had a question, she would make me look up the answer rather than simply tell it to me. As a result, I learned how to problem-solve and persevere. I now lead the same way, guiding employees to think through their questions and independently solve problems.
Running a business is not for the faint of heart. I have, on several occasions, had to push through. In those times I ask myself, "What are you willing to do to succeed? Because failure is not an option."
Editor’s note: This article is part of America's Entrepreneurs, a Next Avenue initiative made possible by the Richard M. Schulze Family Foundation and EIX, the Entrepreneur Innovation Exchange.