Louie is a superstar in his training class, and he actually understands his training commands at home. He welcomes guests when they enter my home—thanks to training him with a delicious special treat—and sits patiently while they enter. He waits to be released and then slowly examines my guests, starting at their feet. He’s learned not to jump, although he get excited and must be reminded constantly to settle down.
Despite the amount of time and work we’ve invested, he has one consistently bad behavior. Once someone is settled in at the table or on the couch, if they make a move to go into the kitchen or the bathroom, he will charge after them. Obviously, this is unacceptable behavior! No one believes Louie does this until they see it happen.
Louie and I have discussed this problem: we have asked neighbors to practice with us; I have been extremely firm with him when he goes after guests; and finally I’ve removed him from the activity. Yet this behavior persists.
I know he is being territorial, and I attribute it to the fact that he has it so good here that he doesn’t want to share it. But at this point, if Louie were my employee, I would fire him!
Or would I?
Many times our star performers demonstrate a consistently bad behavior, and we make excuses for them. We ignore the bad behavior as long as they continue to perform. In addition, we will excuse the behavior of others who aren’t performing simply because we love them. Basically, we avoid disengaging with employees because it is never easy and it almost always gets ugly.
I had a friend who was in the process of disengaging with an employee. “We must end this well,” were his words and they resonated with my heart. Not very many leaders care about ending well. They want to eliminate the “poison” as quickly as possible and finally have a good team.
This reminded me of the saying, “All’s well that ends well.” Endings are necessary but a “good” ending is essential. Even if things have not gone well, ending a relationship (whether it’s personal or professional) in a positive and growth-promoting way can repair things.
Often we recognize that an ending is imminent but instead of doing the hard work to end things well, we lapse into fear, insecurity and pride, which leads to a reactionary response. Sometimes quick terminations are best but even then, seeking to end things well is necessary in order to benefit everyone involved, even other employees.
What does ending well look like? Without getting into human resource debates, each individual situation should be handled differently. I’d like to challenge leaders if it is clear that an employee is not the best fit for the position, then have an honest conversation about it. This is, of course, risky. But it is better than turning into the Queen (or King) of Hearts, wielding an axe, and yelling, “Off with their head,” because someone shared their feelings about things not working out. It is important to always end well. It is not easy, but for the sake of your culture, it is very important. When it’s possible, preserve the personal relationship even if the professional one has to end. This goes for friendships, too. Don’t burn bridges and try to avoid bitterness and regret when relationships evolve.
Since this is a dog blog, I’ve also reflected on the end of life for all of my pups. How do you end well? It is heart wrenching to take that last drive to the vet and carry them in your arms, knowing it will be the last time you hold them. As tough as that decision was for each dog I’ve loved, I knew when it was time. I made sure I was nose to nose with my pup so they could look into my eyes as their life slowly slipped away. I wanted them to know they were deeply loved, and I was intentional about ending well.
As for Louie, of course, I will not be firing him any time soon so I’m not accepting requests for his resume at this time. He does make office visits and is a stellar dog in the workplace. And you are welcome to come to my home anytime…at your own risk!
Louie acts a bit like this fellow…