How to fire an employee - with compassion

When firings have to take place in the church, they should be done only after careful and prayerful consideration. A balance of mercy with stewardship and forgiveness with accountability are called for.

Ask these questions before making the decision:

1. Who believes this person needs to be replaced? Are you the only person who thinks this person should be fired, or do others sense the need as well? If only you want the change, perhaps there is a personality conflict that needs attention and resolution.

2. What is the basis for the dismissal? When there is a basic character problem - lying, moral compromise, deceitfulness - a quick removal is in order. Forgiveness, rehabilitation, and restoration into fellowship is in order, but not restoration to a position.

3. Other possible grounds for dismissal would include serious relational problems. If a person is chronically at odds with other members of the team, or when a staff member shows an obvious negative attitude toward the church or organization, it's time to let that person go. Negative thinking can spread like a cancer.

How to fire a church employee:

• Do it personally. A letter or memo is too cruel and impersonal, allowing feelings of desertion to be magnified and bitterness to be cultivated. A personal encounter allows for tears, anger, and other emotions that accompany such a blow.

• Do it quickly. Deliver the news promptly and directly before rumors have a chance to reach the worker being terminated.

• Do it gently. There is no need to write a 12-page list of the person's shortcomings. In fact, the person should have had that list several weeks prior and been given a probation period to work on his or her problems. Gentleness does not require dishonesty. If the person is ill-equipped for the job, it is more harmful to pretend otherwise. Remember that HOW and WHEN the messages are given can soften the blow.

• Do it without bitterness or malice. Emotional outbursts or attacks on the person's character are counterproductive to the goal of the person's growth.

• Close off responsibilities quickly. The longer a lame duck has to drag on in the job, the lower his or her productivity and the more he or she depresses the zeal of others. A drawn-out firing process opens the door to lobbying for a reversal and excuses for poor performance.

• Be discriminating. "All the facts" do not need to be divulged to those whose interest is to slander or gossip. Choose your words cautiously. Do not make matters worse than they are and needlessly jeopardize the person's future.

• Anticipate the person's reactions and be prepared with your answers. Also consider the effect on those close to the person. How might you help those who may be hurt or offended in this change?

• Offer help. If at all possible, help that person find a position more suited to his or her capabilities.

From Be A People Person by John C. Maxwell, copyright (c) 1994. Used by permission of Victor Books, an imprint of Chariot/Victor Publishing, a division of Cook Communications, Colorado Springs, Colo. To place orders call toll free: 1-800-437-4337.

John C. Maxwell speaks nationally and internationally and directs Injoy Ministries, an organization that works to maximize the potential of church leaders and Christians working in the secular world. He is the author of several other books including Be All You Can Be.

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