Why firing someone should never be a surprise

Few things damage team trust faster than a sudden termination. It sends shockwaves through the organisation, creates fear and erodes confidence in leadership. Beyond the movies, where a boss shouts “You’re fired!” without warning, real leaders know this approach signals a failure in management.

In a healthy workplace, nobody should be blindsided by a termination. If someone is underperforming, leaders must communicate early, set clear expectations and offer the right support. Sudden dismissals destroy morale and send the message that the company values control over collaboration.

This connects directly to building a healthy remote culture where ownership and accountability are clear from day one. For a deeper look at creating this foundation, see this remote culture and ownership guide.

The right way to handle performance issues

When performance slips, it is often not about laziness or lack of skill. Many times the person is working hard but focusing on the wrong priorities. The role of a leader is to help realign these priorities.

That is where a performance improvement plan (PIP) helps. It is not a formality. It is a structured way to:

1. Have a direct conversation about what is not working.
2. Give a formal warning so the person understands the seriousness.
3. Set a clear timeline, usually one or two months, with measurable objectives.
4. Provide active support so the person has a real chance to improve.

This approach aligns with research on performance management, such as Gallup on how fast, frequent feedback fuels performance, which shows employees succeed more often when expectations are clear and progress is tracked.

A real example

I once worked with an engineer whose performance sat below the rest of the team week after week. When I spoke with him, he mentioned a breakup with his girlfriend. I believed him and understood this might affect his work, so I gave him a few days off to recover and asked him to return when he felt better.

When he came back, his performance dropped further. His team leader reported that his work was poor and that it created extra workload for others who had to review and fix his code. After looking deeper, a colleague shared a link showing he had been announced as a full time hire at another company.

In other words, he was working full time for two companies. When I raised this during his performance review and showed him the evidence, he did not deny it. He said, “I know what is coming, so I will accept the termination.”

In this case, it was not a surprise for him, but it was a disappointment for me. I had been trying to help him and to find ways he could improve, but he did not care about the company’s success.

Setting clear expectations

A good PIP starts with clarity. The person needs to know exactly what must change, by when and how success will be measured. Goals should be realistic and relevant to the role.

Practical tips for a mid review check in:

• Review progress against each objective, not only overall output.
• Ask if any obstacles are preventing improvement.
• Offer extra resources or adjust scope if needed.
• Be honest if progress is not on track, so there are no surprises later.

This review helps identify issues early and gives both sides a fair chance to correct course.

When it is not working

Sometimes it becomes clear that the person is not interested in improving or is not aligned with the company direction. If that is the case, the final decision at the end of the plan, whether termination or a role change, will not be a shock to anyone. The person has seen it coming and the decision follows a transparent process.

For further guidance, see Harvard Business Review on the right way to fire someone and SHRM’s step by step guide to establishing a PIP.

Why this matters for culture

Leaders are not tyrants. Their role is to guide, support and remove roadblocks, not to keep people living in fear of sudden dismissal. A transparent process for handling performance problems creates:

• Trust between employees and leadership
• A culture of accountability without fear
• Better chances for people to turn performance around

Firing someone should never be a surprise. If it is, leadership failed long before the dismissal.

Key takeaway: Handle performance issues with clarity, fairness and support. When done right, even difficult endings can be professional and respectful.