I have been fired three time in my life. Once when I was in high school and the another time when I was in my late 20's with a young family to support. The third time involved a huge conspiracy that was so sordid that I can hardly stand to think about it.

In all three situations I realized I had been miserable in my job and should have thanked them for cutting me loose . . . no matter what their real reasons were.

I've fired dozens of people. When you've had hundreds of employees that isn't a reflection of me as much as it is the fact that many people are in positions where they shouldn't be.

Each time I was fired I quickly found a way to turn that adversity to a positive. Every time I've fired a person I've anguished over the situation and struggled after the fact to find a way that I could have done it better. I've come to the conclusion that there is no good way to end a person's employment. I know that the worst way to fire a person is the one that most managers select. That is to hold the door wide open while building a fire under the person you want to leave by making their life miserable. That, to me, is unethical.

Managing people is like admiring a masterpiece. The longer you stare at a painting the more you see the "flaws" that make it so wonderful. Continue staring and all you will see are flaws. Put any employee's actions under a microscope and the flaws quickly outweigh the good. A bad manager will harass you about all the eggs you broke, rather than tell you what a tasty omelet you made.

Over the years I've developed a management style that centers on results and my actions that been factors in creating those results. Rather than stare at my employees I carefully scrutinize what I've done and what I can do differently that will change the dynamics enough to improve results. I can quickly change those things I'm doing, which is a plus.

Rather than heavily criticize those who don't, I pile praise on those who do. Rather than publish a list of the bottom 20 I find many different ways of telling those who are succeeding how well they're doing. Long after your employees forget what it is you told them you want them to do, they will remember how you made them feel. Make them feel special and demonstrate by example what it takes to be special for those who aren't succeeding.

Further . . . I champion group goals and group successes.

How well has it worked? We have achieved national stature for what we do . . . for five decades, refining our techniques while growing.

I think I'm one of the strongest proponents of positive reinforcement in my industry. Yet, as stated above, I've fired dozens of people. Sadly . . . had I fired a handful more I would have made many, many more millions of dollars.

Does that mean I've failed? In some people's eyes failing to maximize potential is a huge sin. In my estimation firing a person is an assault. Your hitting them with a blow that will impact their lives. Some assaults are justifiable. Most are not. Some management gurus preach that you should fire you bottom 20% every year. To me that is the height of stupidity and shows only cruelty and lack of compassion. I know of one national marketing firms that has an annual meeting where the bottom ten managers, out of several hundred, are paraded across the stage. They must state what they will do differently to correct their situation.

I've always been in the top one percent in results so I wouldn't have to worry about doing the walk of shame if I was in that organization. But . . . I wouldn't want to sit through such a foolish waste of time. I'd much rather hear what the top ten managers are going to do, to make their organizations better. Don't you agree that concentrating on the positive would be smarter?

I wish I had fired less . . . even though it would have cost me even more money.

I'm sure I made mistakes and fired people who could have been great employees. That haunts me. I can't imagine anyone enjoying firing people.

But . . . that's them. What's important is you. You need to move away from whether or not your firing was just and move quickly toward what you want to do with your life. Those who are advising you to take a swing at the rat who fired you are well-meaning, but misdirected. If the mangers who let you go were truly unjust, they will lie to cover up their character flaws. Justice is rarely served in these instances.

After one of my setbacks I almost immediately rebounded and my three partners gave me a rubber tree plant with plastic ants glued to its leaves.

Next time your found, with your chin on the ground
There's a lot to be learned, so look around

Have "High Hopes" and concentrate on finding the path forward that is best for you.

Jill

I see the responses and no doubt you had lots of direct messages too. So you've plenty of support. It seems like somebody was searching for an excuse and don't expect you to make a complaint about unfair dismissal. Usually there is a review or a complaint about a person followed by interview and a written warning under Employment Law.
I hope there are other options of employment available and send my thoughts and wishes along with other friends.
Hugs