“Fire the incompatible, even if they’re good” ought balanced by some thoughts on how the culture itself can adapt and learn from these productive people?

If what works for everyone else (i.e. the repeated mention of cultural alignment) doesn’t work for an individual, is that not an opportunity for the manager or the culture to adapt? The organization is made more inclusive and people who are capable performers are not excluded out simply because they don’t fit into whatever pre-existing model the company operates by. How can we talk so much about the necessity of adaptation and innovation between the company and the outside world and then come back to ideas like this on the internal function of companies.

I understand the point about the opportunity cost of trying to work with these people as overriding the potential gains. I just don’t see the situation as being unworkable in as much as it reflects the manager’s capacity to work with and understand different types of people. Someone who is capable of performing but for some reason keeps throwing a monkey wrench into the societal calm of a company seems to me someone who needs to be understood rather than cut loose. I think they’re potentially more valuable than the underperforming but flag waving person described in quadrant 4. If they already perform when they don’t feel as though they fit in the company, what might they do if they actually fit in?

I’ve had to do this infrequently, but have seen it done a few times - not a pretty sight.  I have some thoughts on this that will require some time to sort out.  I’ll post on this in the future, though.

Thanks.

Well said.

Borrowing from Jim Collin’s metaphor on the importance of getting the right people on the bus, your comment reminds me of the equally important task of managing the bus to keep the team working in the most effective/efficient manner possible.  In my opinion, a skill requiring a high degree of emotional intelligence and which I’ve found surprisingly absent in management.  

Will, how about a followup post on how to select or when to get rid of your entrepreneurial partners?

Thanks, James.  I’m glad that the stuff in my head makes it through my questionable ability to express it.

Fair enough, Jeremy.  It’s just another tool for the manager’s toolbox.  It’s just one I find particularly useful in a particularly difficult situation.  

For me, I find that this DOES, in fact, help me decide whether to fire or move people.  I would agree, though, that many of Welch’s tols are higher-level strategic devices.

I tell people flat out: “Your value is your over-all contribution to the team’s effectiveness as  whole. Manage yourself to that and I’ll help you do so.”

This is the second time in as many posts that I’ve heard you say something exactly right, that I haven’t heard said straight out before.

Thank you.