There is a startup mantra, hire fast and fire fast. Firing fast is good advice if you have made a hiring mistake (however, I don’t agree with hiring fast because hiring the wrong candidate is a time consuming and expensive process).
Clear Books has never fired anyone per se, but I have let people go during their probationary period.
The first I shouldn’t have hired in the first place as I outlined in this article: Don’t hire that candidate you are not 100% sure about. The second simply wasn’t good enough, but that only came to light after they joined Clear Books.
A drawback of a strong team spirit with a fun and friendly company culture is that letting someone go is never an easy or nice thing to do.
The employee I let go was fitting in well as part of the team and culture but ultimately was not strong enough in the skills required for the role, so I let them go.
I got the sub-team together post exit and asked for their honest thoughts on losing a member of their team. Surprisingly to me, they were supportive of the decision because they had been feeling the impact. It had been consuming their time with no gain, making the entire team weaker, which was resulting in a deterioration in the service provided to our customers.
It’s not a nice thing to do and certainly not a culture I want to create at Clear Books, but if you feel like someone isn’t right for the team then fire sooner rather than later.