Advanced People Management - The Things They Don't Tell You About Team Leading! | Paul Banoub | Skillshare

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Advanced People Management - The Things They Don't Tell You About Team Leading!

teacher avatar Paul Banoub, Leadership, Coaching & Productivity ACE

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

11 Lessons (1h 1m)
    • 1. 1a - What To Expect & About Me

    • 2. 2a - Management vs Coaching

    • 3. 3a - What Is Culture?

    • 4. 3b - Culture of Fairness

    • 5. 4a - How To Be A Great Listener

    • 6. 4b - Mastering Performance Evaluations

    • 7. 4c - Welcoming New Starters

    • 8. 5a - Stupid Things NOT To Say To Your Team

    • 9. 5b - Your Team MESSED UP! What now?

    • 10. 5c - Mastering Crucial Conversations

    • 11. 5d - When to Fire Someone

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About This Class

This is about the tough, awkward, emotional conversations that you NEED to have to be an effective leader!

This course focuses on all of the aspects of team leading that you may not find in other courses. The tough stuff! The awkward and emotional conversations. The stuff you won't like dealing with, but will have to. 

I've been managing people for over 20 years and have had to deal with all of these situations. And you will have to as well! 

This course will significantly improve your understanding of leadership and allow you to evaluate, assess and develop people that will fit into your team and enhance the culture of your organisation.

Whether you're an experienced leader, or someone just starting out on their journey, this guide to being a people manager will certainly be useful. 

Any questions - let me know. I love answering your queries.

Thanks for signing up - enjoy the course.

Meet Your Teacher

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Paul Banoub

Leadership, Coaching & Productivity ACE


Hello, I'm Paul - a technologist, people manager, blogger, YouTuber, public speaker & productivity enthusiast!

I have over 20 years experience as a people manager and leader at some of the world's biggest companies. I've led teams large and small. spoken at international conferences and delivered for high-pressure clients.

If you want to be more productive, a better leader, manager, coach & mentor then you're in the right place.

I'm dedicated to making work a great place to be by removing blockers, empowering people and creating a safe place for people to express themselves and innovate. 



We focus on these areas; 

Leadership, Coaching & Management

Using workplace psychology and emotional intelligence ... See full profile

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1. 1a - What To Expect & About Me: Hi, I'm Paul. In this video series, I'll talk to you about one of the most important and exciting times in anybody's career. And that's the time you get to be a manager for the first time. It doesn't matter that you might feel like a rookie manager. You might even be scared or excited or confused. That's normal. But the tips in this course are based on 20 plus years of people management experiences are massive companies and I'm passing that experience right onto you. I've made all the mistakes in the book, so you don't have to. We'll talk about how is supercritical to understand their new roles and the responsibilities that you have as a manager. How to build in shape a culture that allows people to express themselves and succeed and also develop and evolve as people. While all the time delivering for you the team and the company will look at the hiring process and discuss how to manage and welcome to our new employees and hire talented individuals and hire those individuals that you can shape into a super high performing team. I've been a people manager at some of the biggest high pressure enterprises in the world for over 20 years. I've led teams large and small, and I've been responsible for some seriously big deliveries, as well as supporting T01 IT systems for front-end backoffice. I've always been a huge advocate of people focus leadership. And that starts by making sure that your developing people with empathy, self-awareness, emotional intelligence, and using all the skills in the Organizational Psychology toolkit to get the best from everybody while coaching them and evolving them into high-performance. The so much you can do as an individual, a people manager or a senior leader to make sure that your team performs and that your team respect to u is a true leader that has their best interests at heart. And whether you're an experienced later or someone just starting out on their journey, this guide to being a new manager will certainly be useful. I'm sure there are many tips in this guide that will prove super valuable for you. You'll also find some more useful content and my YouTube channel search YouTube for productivity is as well as at productivity is on Twitter. Thanks for watching. 2. 2a - Management vs Coaching: Companies have got really high expectations of the modern manager. It's not like years ago where it was just a boss in the office ordering people to do what they want. These days, a manager is expected to do an awful lot more. It's not light years gone by. Our teams are now no longer just conduits to getting the job done. Modern managers are expected to help develop their teams as people, develop their emotional intelligence, develop their leadership skills, and not just inside or outside work as well. There's an awful lot to do. We need to monitor their physical and mental health. The job size function, that career progression, reward and recognition, and pretty much every other aspect of their working life. So how is that possible? And that's where career coaching comes in. Managers are often encouraged to get the best out of their teams by using coaching methodology. But sometimes the difference between management and coaching is not particularly well understood. Let's dive into a hair. You'll sometimes hear the terms management and coaching used interchangeably. That's incorrect in my opinion. I think there's a big difference. Managing refers to overseeing the work of your team, to helping them get the job done, to helping them deliver in on the tasks that they need to do, basically getting you to do its job. And that would typically involve task like these, delegating tasks and work items, providing feedback, monitoring good and bad performance on boarding and off boarding new staff and managing headcount, resolving conflicts, resource planning, and status reporting and other administration tasks. Is that all you do? But if that's the case, then you're definitely a manager. And I don't say that lightly because that's not a bad thing. In fact, that's great. Doing all of these tasks takes a hell of a lot of skill. It takes organization aptitude and real ability. Great managers are very, very hard to find. So if you're doing all of that stuff and you're doing it well, well, that's fantastic. Management is a tough job, requires problem-solving ability, organization determination, a real aptitude for people. Management is a skill that needs to be learned, refined, enhanced, and perfected. Some of these skills are extremely complicated and take a lot of experience and determination and skill to be able to achieve well. And many managers fail to you. You can easily think of bad managers that you've had that might have let you down on one or maybe more of these aspects. So if you're happy being a great manager, carry on as you are. But if you want to expand, if you want to do more, if you want to do what the modern manager expects, if you want to help develop your team into the leaders of tomorrow, then really you should look to coach. Coaching involves all the skills of her manager, plus an awful lot more skills that are related to the development and empowerment of your employees as people. Coaching really is a two-way process between the employee and the manager. And it focuses on the development of skills related to attitude, emotional intelligence, motivation, and problem-solving ability. The idea behind coaching is not to fix the employees problems for them, but to develop a framework so that they can easily do it themselves. Or correct coach is excel at the following kind of skills. Listening, absorbing, and understanding different points of view. You find that coach is listen an awful law. It's a really key skill and it's not an easy one. As a coach, I spend most of my time listening and trying to understand the point of view of the other person. Once you understand their point of view, you can better develop a plan or framework with which to understand their mind and help them fix any potential issues. Good coaches are fantastic for providing feedback. Feedback needs to be constructive, it needs to be regular, it needs to be actionable, and it needs to be reviewed with the employee on a regular cadence. Great coaches foster behavioral change. Good coaches can spot employees character flaws. The coach can then help the employee develop more self-awareness to understand what these aspects of their character and put plans in place to help address any potentially undesirable or damaging behavior. Coaches provide that outside perspective that an employee can often see themselves. When a coach is a genuinely empathetic response to an employee's issue, they can understand that it's not just an issue to be solved, whether it impacts there are consequences. Everything goes a lot deeper. There may be family involvement and what the coach might consider to be an important issue to them personally, might be completely different to what is important to the employee. That empathetic response allows the coach to understand and really get to the nuts and bolts of what the problem is. Strength recognition is a very important characteristic of a good coach. A good coach not only recognizes the employees flaws and tries to help to do something about them, but focuses energy on positivity, recognizes the great stuff the employees to recognize is that great work, the great aspects of their character that make them the people they are and focuses energy are not just fixing the flows, but refining the positives. Coaches help employees develop their own natural support framework. It's important to understand that coaches don't necessarily fix problems for employees, but they help the employee construct their own scaffolding, their own framework so that they can then deal with issues in a better way, a more effective where by themselves it really is a case of empowerment. Coaching an employee to build that scaffolding framework can be really satisfying and it can be really enjoyable for a coach to see an employee develop into a person who can absorb issues and work out the best way to fix them themselves based on the health of the coach is given to you. We always want to get the job done and I'm very, very delivery focused, but it's also really important for me to develop a team that feels empowered and in charge of their own destiny. Getting results is really important for ensuring your team is healthy, mentally equipped, and empowered is much more important. These critical frameworks allow an employee to self-manage and self-support and give them a much greater sense of satisfaction than merely following management direction. When individuals join my team, I try and coach them. Sometimes that takes a long time, but when it works, it's extremely size fine. And it's even more satisfying when you see those employees taking those coaching skills that you've taught them and then seeing then go on to coach other people in the team or other individuals in the firm. That really is how late is developed. So I always encourage managers to know only nail the management aspects of the job, but to have a strong focus on coaching, because management helps your team get the job done for coaching really does develop the leaders of tomorrow. So here's something to think about. Wouldn't be great if your team regarded you as a coach or mentor rather than just a boss, let me know in the comments. If you feel you've got a really good coaching relationship going on, Let me know in the comments if you think you've got any other tips for what makes a great coach or anything I've missed. If you ever had a manager that the IV regarded as an incredible coach, somebody who goes above and beyond just the management role of you ever had a manager who was outstanding at the management stuff, but really poor at coaching. 3. 3a - What Is Culture?: Culture. You'll hear this word an awful lot as a manager and a leader. And it's really important that you understand what culture means, why it's important and what you can do to correct the culture that you want within your own team and amongst your own paper. It's likely that your understanding of culture will have been defined heavily by experiences you've already had in your own career. What have workplaces being liked to be a part of what your current workplace like to work in. Do you feel that you've got a safe place to fail? Do you feel empowered and supported to give your best to innovate and be creative. Do feel a sense of trust amongst your team and your colleagues and clients and your management. You feel like you're all working towards a shared goal or mission to even know what that mission is. Do you even care lots and lots of different questions, but these all relate to culture and how the culture set by your leadership affect you and your team on a day-to-day basis. And in fact, culture is such a massive subject with so many nuances, complexities, and facets that it's something you'll be working on every single day of your time as a team leader. So any early days, it's more a case of understanding what culture is. What do you like about your workplace? What do you dislike? All of that is affected by the overall culture that comes down from your own manager and senior leadership. In this section, we'll talk about three key aspects of culture that you really should start getting familiar with. These are the culture of trust, the culture of learning, and the culture of fairness. There are more. But if you get these three right, then you'll be well on your way to building the foundations of a happy, successful, and high-performing team with good morale. So let's explore culture and what you need to know in the early days of your team leading career. 4. 3b - Culture of Fairness: Let's talk about, uh, one thing that you as a manager must get right. That's fairness. Today we're talking about one of the biggest killers to employee morale and productivity and something that managers have to absolutely nail. And that's the culture of fairness. What if I gave you $5? The only condition is the person next to you gets $10 and he both have to agree, otherwise you both get nothing. That's called the ultimatum game. And would you believe that a third of people choose to take nothing because they don't want to get their unfair end of the deal. That's right. They turned down free money. Humans have a series aversion to things being unfair. I'm in the workplace. As a manager, you have to ensure that your team is getting treated fairly in every possible way. If any of your team begin to suspect that the decade rigs or that things are not fair, then morale will plummet overnight. It's a guaranteed way to ruin company culture. Things have got to be fair. There's a number of factors you've got to consider as a manager. Let's go over some of them now. First one is fairness of reward. This one's obvious, right? People that do the same job should get the same salary. But you'd be amazed how that just does not happen, especially in massive corporations, salaries vary widely based on historical reasons, based on the 10-year of somebody who accompany, based on location factors, maybe someone managed to get a pair eyes that put them out of scale with everybody else. Well, it does happen. The fact is people that do the same job in the same location often get paid differently. And that's one of the reasons companies generally frowned on people discussing salaries publicly. That can be a disciplinary case in number of companies. If you find out that somebody next to you who's getting paid a different amount for the same job? Well, that can create a world of pain. So if you're a manager, well, try and ensure that your people are paid fairly and paid equally. That might be difficult. You might be inheriting a bad situation, years of mismanagement, of put people completely out of scale with each other. But if you can try and get your salary so that people are getting paid the same amount for the same rule, then That's a way to ensure fairness of reward. Next one is fairness of promotion. So every year when that promotions list comes out, you'll look at it and he'll say him, her, really. How did they get that? And because of the reasons for promotions are often kept private. Well, that can mean the people who deserve a promotion and very deserving cases often get perceived as being unfair. Why did that person get promoted? When I haven't, why did that person get promoted over that person happens every year. This is one for senior leadership who need to optimize promotion processes to eliminate as much unconscious bias as possible. And this is one of the most difficult areas to achieve fantasy because the promotion process is that many companies are subject to sneaky tactics, people playing games, people gaming the system to tick boxes to get a promotion because they know how the system works. It happens all the time. You get many people who are absolutely deserving of promotion based on their performance and attitude and the work they deliver. But there won't be people who play the system, who played the politics and as such, they'll go and rewarded. I think that many promotion processes are wracked with unconscious bias, people playing the system, and grossly unfair in many occasions. Next is fairness of opportunity. As a manager, keep a close eye on the opportunities that you're giving your team. Does everybody get the same opportunity for training? Does everybody get the same opportunity for learning? Does everybody get the equal chance to progress their skills and learn new skills? Or some people getting more chances than others. It's up to you as a manager to keep a close eye on that fairness of opportunity. Is everybody getting the right opportunity to showcase the good work that they're doing to senior stakeholders and other managers and other people in the firm to get the reward and recognition for the work they are producing. It's no good if somebody is doing really good work with that work, less important than other people's and it's not getting noticed by anybody that can be damaging for morale as a leader, it's up to you to ensure that everybody gets their time in the spotlight, that everybody's work is recognized and everybody's work has a chance to be showcased to people across the firm, make people feel that the work they're doing, it's super important. There are plenty of opportunities to do that. Presentation is to stakeholders, end-of-year review meetings, all sorts of opportunities. Make sure everybody gets their time in the spotlight and that nobody is neglected so that the opportunities that people get for great work is absolutely fair and that fairness of recognition is super important. The next one is fairness of work. As a manager, make sure you're aware of the type of work you're giving your team, It's very easy to settle in to a routine where somebody who doesn't complain much might get some of their admin work or the donkey work on the less glamorous work because they don't kick up a stink about it. I've seen that happened in teams where people have not complained and as a result, they always get the less glamorous tasks. Always be mindful if somebody is getting lumbered with the boring stuff more than others. If there are routine tasks that people don't like doing, but just have to be done well, setup or rotors, everyone gets an equal stab at being responsible for those tasks. This can be hard because sometimes you might actually have individuals that are well-suited to doing that type of work. You might find that if you give the boring work, the admin work to person a, then they can run through it three times faster than person B. They might not want to do it. They might not like doing it, but they're actually more efficient at doing it because people have different skill sets. But it's up to you as a manager to make sure that you can see past that and make sure that the distribution of the work is fair. Even if you end up giving that word to somebody who takes longer to do it or it doesn't do quite as good a job, you have to distribute it fairly. Lumbering people with boring work consistently can lead to burnout. It can lead to lack of morale and it can lead to people leaving. That's not what you want. Fairness of discipline. So you'll get on with different people in your team in different ways. Some people you have that connection with the, you might connect over a shared hobby or shared interests or you just might get on really well with them, other people you might not even like. And as such, you may end up in a situation where you have to get tough with people on your team, you may end up in disciplinary situations or people might be on performance management schemes. So up to you as a manager to make sure that the way you apply disciplinary schemes is fair as it can possibly be. Don't let any biases that you have cloud your judgment just because you like somebody better than somebody else, shouldn't mean that they are more immune from being grilled on their performance or pulled upon a performance management program, then somebody else the same with reward. What do you think if somebody is a person and how well you get on with them, how will you connect that shouldn't come into it at all. I've seen it several times where managers can let their personal opinions of an employee clouded judgment when bringing people in performance management schemes or judging their work in other ways. That's really unprofessional, but it's human nature. And because of the nature of this unconscious bias, people often don't even realize they're doing it. As a manager, you need to be absolutely sure that you are applying the rules fairly to everybody and everybody is able to contribute to the performance of the team and that the rules are the same. If you ask many managers, do they give fair opportunities to everybody in reward and performance and discipline and opportunity, most people will say yes, and that's because the reasons that people don't like down to unconscious bias, they don't even realize that they're doing it. Creating that culture of fairness in your team is one of the most important things or people manage you can do if at any point people feel that the deck is stacked against them or the other people are getting a bigger slice of the pie or the things that are just not fair. Well, things can crumble pretty quickly and it can be really difficult as a manager to apply that culture fan is because you may be limited on things like salary and opportunity to maybe other factors. Player that mean giving people the absolute equal slice of the pie can be very, very difficult, but you have to try your best. You have to try and eliminate as much unconscious bias. Take a step back. The situationally aware, be self-aware. What kind of decisions are you making? Other any other factors that are interfering with your decision-making process. Be aware, understand how you're coming to the conclusions, the decisions that you are. That way you'll be able to ensure that your team has a fair environment to work in. And if people think they're all on the same page, then they'll deliver more than you thought possible. Thanks for watching this video. I'll see you on the next one. 5. 4a - How To Be A Great Listener: There are many aspects to the perfect conversation. So many variables at play that determine whether you both get what you want or need from the interaction and ensure that relationships are enhanced and not damaged. Psychologists have conducted many studies as to how to ask better questions, how to negotiate properly, and how to manage the relationship in a conversation. But have you ever considered that you could significantly improve the quality of your interactions by becoming a great listener. It, my experience is not something that many people put a lot of effort into when compared to other behaviors. How many people can you think of that you would class as great listeners? Probably not many. And for the ones that you can think of, can you articulate exactly why you think that it goes so good at listening? It's not easy to do. Leave a comment with what you think makes a great listener. Well, there's a good deal of research into the skill of being a better listener. And I'm going to give you some easy to implement tips that you can use in your work interactions that are bound to have a positive effect on your relationships. So here we go, some tips for being a great listener repetition. One of the most effective ways to connect with somebody in a conversation is the actively check in with them after they're more memorable statements. This can easily be done by repeating back to them what they've just said. You might prefix it with something like, let me make sure I've got this right or let me just understand this fully and then repeat their point. There's genuine evidence that this not only makes you better able to remember the CMS content of the conversation, but it creates a stronger bond with the other person as well. It's really effective. Try active, sitting in a face-to-face meeting with one or more people, It sure that you position the chairs correctly. This means like not in a face of situation with one chair directly across from another desk in-between, that's a challenging and direct position. Forces continuous eye contact is not as relaxing. Look at how you can position chairs at 90 or 45 degree angles to each other. This creates a much more relaxed and calm vibe to a meeting. It doesn't force eye contact and it can be greatly effective when you're dealing with introverts or junior people. If you get the seating angle right, then you'll optimize the amount of eye contact you have. No too much to feel weird, not too little the field it's disconnected. The right level of eye contact allows you to naturally pay more attention to the content of the discussion and relax into the interaction. Empathy, especially important when the other person is speaking about a troublesome situation that they're going through. Empathy is critical. Let's say somebody has a problem. Maybe they got a problem at home that they can't solve or their child is sick. And then they tell you about it. Well, they absolutely do not want to hear about your problems or how about your dog isn't well or anything else? This is their moment, this is their time. Make sure it stays about them. Express sympathy, how that must be awful for them. How is their family coping is anything you or the company can do to help? What do they need? Remember, it's their moment. Listen like a therapist, that empathetic connection is a really common skill you'll find in good leaders. I'm sure you've got a friend in mind that you never share any of your problems with it because you know that they just start talking about themselves. We've all got people that we know that like that. That's a person with low emotional intelligence and poor empathy. Great leaders do the opposite. Clarify and somebody tells you something, ask further questions to clarify. The more important the point, the more questions you should ask. Thank you for your role in the conversation. As a detective, you need to understand their situation as much as you can to be able to give them the best possible advice. Make sure you're not judging in any of your questions and always be mindful of their emotions for the more open-ended and thoughtful questions you can ask, the more you connect with that person, the more they'll feel that you are really paying attention to them. And also make sure you're not interrupting all the time or seeming to impose your own masterful solutions. Listen carefully, gather the information, and then when they ask you, you can offer your advice. Don't let tech ruin it. I've seen it too many times when you're in the middle of a conversation is going well. Each person is open and honest, getting value from the interaction. You might even know how to do some really good and difficult and positive work to get that person to open up at last. And then just as you're in the middle of that, and that's it. The bubble is burst, the vibe is gone. You've lost the momentum. And please don't think of actually answering the thing I've seen happen in meetings before where somebody interrupts and important and emotional amazing to take a call. So whenever you're in a conversation, especially one that really matters, make sure that tech is not going to knock you off balance. 6. 4b - Mastering Performance Evaluations: The performance evaluation regularly cited as one of the least enjoyable tasks that a manager has to perform, especially if you've got a big team. But that's also really dangerous. The performance evaluation may not be light, but it's super important and it can make or break the future of your team. In many companies, the yearly evaluation process is admin heavy, takes a long time, uses poor quality or badly designed IT systems. And then on top of that, many managers don't perform the process efficiently, which doubles down on all the other problems. While in fact, there's a lot of manager can do to make the yearly performance evaluation process much easier and significantly more valuable to the employee and the company. So he can five top tips from 20 years of conducting performance evaluations and stick around to the end because I'll throw in a bonus tip at the end. The first tip for effective performance reviews is no surprises. This is a tip for the manager. The main goal for a manager, for a performance evaluation is to make sure that the annual review at the end of the earth doesn't contain any surprises for anybody. The last thing you want is for your employee to be surprised or shocked or baffled by the rating and comments that you've given them. This is how people get upset and it's how motivation gets damaged. And this almost always comes from a situation where a manager and an employee haven't been communicating well throughout the year. As a manager, make sure you've got regular one-to-ones in the calendar with every report and make selected one-to-ones focus on career, current performance, the truck, the employees on how the employee needs to develop, what type of written they're heading for towards the end of the day, you might even give an indicative rating, say halfway through the year or quarter way through the this where the employee knows exactly where they stand there, all stages of the process and everybody arrives at the end of the year review, nice and comfortable with the comments and ratings that have been assigned. So as a manager, use this constant communication to set the expectations and prepare the employee for the conversation to follow the next step, This one's for the employee. Be honest and objective. Be as honest and objective as you can with your own self-appraisal. Everybody wants to be great. Everybody wants to get a top rating, but do you really deserve it? Are you really outstanding? Are you really top of the tree? Identifying development areas isn't something to be embarrassed about or ashamed off quite the opposite in fact. So as an employee, always take a really honest look at your performance delivery behaviors and think could you have done better, is what you contributed aligned to the rating you've given yourself really? Are you really a five out of five? I make sure every rating is fully justified with evidence and data. As I said, everybody wants to be top of the tree. Does the data bucket 0 is another tip. This one's for the manager, explained the process. It's vital for every employee to understand the nuances and detail of the entire performance management process. Sometimes people think it's just the manager taking a look at their employees performance and making your coal, assigning their own writing and then that's it. Well, in reality, the evaluation process has multiple steps, including 360 degree feedback from clients, from peers, as well as a convoluted process where a manager is writing has got to be approved by senior leadership. This is because generally, ratings need to fit into some sort of company distribution curve and be normalized or corrected accordingly. So as a manager, there can be occasions where you assign a rating and then have to change it based on the direction from the senior calibration process. And that can be a really difficult thing to do. I make sure my teams know the whole process, warts and all. And what I can't tell them if they had been the subject of a ratings correction. It's always better to be honest and at least make them aware that these steps do exist in the process. So watch your team through the whole evaluation process, explain the complexity, the reasoning behind the calibration and normalization, as well as what the rating counts for in terms of potential reward and compensation. And the next step, this one's for managers as well. George, the vibe of the meeting, remember the performance evaluation is supposed to be productive process that reward employees for their good work they've done as well as giving them actionable feedback and development points that they can act on and improve. Its not supposed to be a meeting where anyone emerges feeling stressed, upset, demoralized, or emotional. And I've seen that loads of times where people storm out of a performance meeting and they go straight on the knee, find a new job website. So as a manager, it's up to you to judge tone of the meeting minute by minute. If somebody's getting upset, it's up to you to pull a vibe back around to be more collaborative or help them understand and recognize why some of the messages you've given them might be difficult. Ultimately, it's about recognition. And as a manager, you've got to ensure that an employee feels valued, appreciated, and supported, even if they may not have had a great year. And sometimes that's the case. Employees don't have brilliant years all the time. And sometimes messages might be tough even for high-performing employees. So make sure as a manager that you're situationally aware enough of the tone and vibe of the evaluation meeting to manage it minute by minute. Of course, the chances of this happening or a lot less if you've taken the earlier tip of ensuring that nobody gets any surprises, but it can still happen. And the bonus tip, as promised, this one's for the manager and the employee. Keep a log from the start of the whole process is super time-consuming and difficult to try and remember all of the highs and lows of people's delivery and conduct at the end of the year. That's one of the reasons the process takes a long time and it's stressful. So one of the most useful tips for managers and employees alike is to start logging all of the wins and losses from the start of the year. I tend to do this on a monthly basis for each employee, simply logging any good achievements or feedback, as well as any areas that they might need to work on. Then when it comes to the end of your process, it's just a simple task of pulling up the log for each person and referring to all of the debts and the evidence. Easy. This sounds simple and indeed is, but many managers don't do it. And in my 20 years of experience, It's one of the most important and useful tips for taking the hassle out of the process and making it less stressful. If you've got all the information you need in front of you without having to dredge through a year of emails. Brilliant. It also goes without saying that it's super useful for the employee as well, because they'll always need to do a self-review. And having their own winds and development areas to hand is extremely handy. That's just some of the ways you can make them much maligned performance evaluation goes super smooth, done well, it's one of the most critical and useful aspects of a manager's rule, done badly, it can really harm you and your team. 7. 4c - Welcoming New Starters: So you've got a new person starting in your team. Fantastic. Well here's what you need to do to make sure they get off to a really, really good start with you, your team, and your company. The hiring process takes a lot of effort to get new people into your team. Hiring is one hell of a process. It takes ages and I've seen it too many times where a hiring manager pulls out all the stops to get a great candidate. And then when they arrive, the manager acts like they don't care as soon as they sign the contract. It's like they're not interested. That reflects really badly on a manager for it's really badly on a team and accompany. And it can really hamstring the productivity and motivation of the new person, and at worst, can actually cause them to reconsider their decision to join you. So it's up to the hiring manager to make those first couple of weeks and absolute breeds for that new starter, they need to be enabled, energized, empowered. So here are six top tips that are hiring manager can do to engage that new starter and hang around to the end because there'll be a bonus seventh tip as well. Let's get stuck into it. The first step is make sure that they are welcomed. I once it arrived at a new job to be greeted with the question, who are you? Do you want something? It wasn't a great start. Make sure that any new starter has somebody to report to, somebody that they can sign in with an all meet to be introduced to the office, to be shown where to go or that's ready to process their arrival and show them where they need to be. And make sure whoever that person is actually knows who they are and what they're there for. That first five-minutes introduction to accompany is really important. There's nothing worse than somebody wandering into a big office and just walking around, not knowing where to go and not being met by anybody. Next tip is, be ready. Now this seems obvious, but you'd be amazed by how often a manager is not ready for the arrival of a new employee. Sometimes they don't even know that there's going to be somebody turning up that day. Usually the hiring manager will have to perform some sort of onboarding tasks like approving access, e-mail IT systems, things like that. Well, make sure all of this has been done well in advance so that they can get to their desk, log on, and start working. I once sat in an empty desk for a whole week because my new manager hadn't bothered to complete the requisite tasks to get my IT equipment setup. I was just sat there for a week reading books, reading purpose, but not really being very productive. It wasn't a deal breaker, but it's certainly didn't leave me with a positive impression at the start. The next tip is go easy on them at the start. So all managers like to run their team in a certain way. That might be tough. People start at a certain time or cover certain hours, or do certain types of roles, or do certain tasks that are important, but be prepared to relax whatever rules that you have to facilitate a new starter. When somebody joins a new company or a new job, there'll be dealing with an awful lot of other stuff before they even start outside of work. It might involve a relocation to a new country or a new city. So make sure you don't overburden them with rules and regulations and red tape right at the start, let them find their feet. And so all of the other stuff out because I have a lot of other stuff to deal with. And the more you can facilitate that, the better introductions. This is a simple one. Take time via email or in person and make sure everybody knows who you are new starter is and what their therefore, that includes the team, stakeholders management, and anyone else that you think they'll interact with. Now this is simple but essential and it doesn't always happen. I've seen people get introduced to teams where their teammates, their homes. This guy, I like to get the new starter actually to compose an introduction blog on our social platform in their own words and appoint people out them so they can express themselves in their own words and share a bit about their background. What the heck does it do, that kind of thing? It allows them to put their point forward, get a one-to-one meeting in the calendar. It's critical that managers have got one-to-one meetings with their employees and you'd be amazed how many managers don't bother. So get yours in the calendar with your new starter as soon as possible. You might even want to make it a higher cadence for the first couple of months, maybe weekly or bi-weekly, so that you can give them really close support because they'll probably need that close support at the star. And then as they find the Phi, then you can spread out the cadence a little bit. Implement a buddy system. Many companies provide a degree of assistance for each new person that joins, that might be a partner in HR or in another team, someone to look after them. I find it useful to assign an official buddy from my teams to stay close to the new hire and helping them with anything they need, be that first of contact for any issues. This is fairly standard practice, but it does work quite well. And it's something that I've always found useful when starting a new job myself to have a buddy for someone to help me out. But do be careful to choose the right person for this rule. Some of your team may not be famed for their interpersonal skills. It just happens. So try and pick somebody that's good at that sort of thing, That's good at building relationships. Good at Getting to Know strange is getting to know new people. Or maybe somebody that's got similar job skills so that they can build that rapport and build that relationship over a common aspect of the tasks they're going to be performing. So again, the buddy system going right at the start because that's generally when a lot of issues can frequently happen with onboarding and access and getting to know people. You want that new starter to be guided as smoothly as possible at the star. And it's always a good idea to have somebody on hand to assist and remove as much friction as possible from the new starter experience. And here's your bonus tip. Have a clear work plan. Your new starter will arrive at full of energy, full of enthusiasm, and ready to get stuck in and show what they're made of. So make sure that they actually have something to do. As soon as you can. Show them what your plan is for the new employee. What responsibilities do you want them to have? What projects will there be working on? Who are the stakeholders that they need to build quality relationships with? What will their day-to-day tasks. B, it's vital that your new startup feels a sense of worth and direction from the very start. Make sure you take the time out to lay out your plans for them and show how you envisage. There'll be able to contribute to the team, to the company, to the business, the value there'll be able to bring, make them feel like they really wanted. I've seen it before when a new starter literally has nothing to do and has to go scratching around for basic work to fill that time. That's really not good and it can be incredibly demoralizing. Haven't started a new role and had nothing to do for two months, it was very frustrating. So follow those steps and you'll have a really good chance of ensuring that your new hire feels welcome and it's ready to get stuck into making your team better. Welcoming new people on board is a really important aspect of being a leader, of being a people manager. And it's absolutely vital. You get it right. 8. 5a - Stupid Things NOT To Say To Your Team: Now if you're watching this, then the chances are you already on the way to being a really effective and passionate people magnitude? You certainly making the effort to learn, develop your skills and evolve your capabilities. But not everybody is the same. There are some that haven't quite reached that level of desire to self improve. And then there are some that well, not very good. So if you're hearing these five things from your manager, leadership, all colleagues, then that's a real red flag that you might be working with some of these people that aren't very good. And it's certainly a reminder to always be self-aware enough to ensure that you don't fall foul of these guaranteed morale destroys. So things not to say to your team. Number 1, I'm the boss. Okay. You are, but you're absolutely nothing without your team. They're the ones who produce the end product that you are responsible for. And as a manager, you are completely dependent on the performance of your team. If they win, you win. If they don't, you don't. It's your job to be the catalyst to allow that team to succeed, break down the barriers, coach, empower, support, but they're the ones doing the work. And as such, you need them more than they need you. So celebrate their achievements and make sure that when they succeed, you put them front and center to take all of the kudos. And when they mess up, it's you that needs to step in front of the bullets and take the hits. You will find your team already know that you are in charge and they'll be cool with it. So get on with the vitally important role of looking after your team like they're your own family. That's a stupid idea. You know, it might be, it might be a ludicrous idea. But one of the most critical aspects of team leadership is to provide an environment where your team is safe enough to be free to innovate and try those crazy ideas. Some of them may work and be the idea that takes your firm into a new business, a new business area, a new dimension. And if you bombs, well, hey, it's no big deal. Team leaders need to create that safe place for employees to fail. That culture of psychological safety is absolutely critical. If people feel that they're gonna get hammered for any mistakes they make, that innovation will dry up completely. I've worked in environments like that and it's completely toxic. So as a boss, make sure you are giving your teams all the autonomy that you can be able to experiment, innovate, and be creative. You might think something is a stupid idea, but be emotionally intelligent and self-aware enough to keep those thoughts to yourself and instead provide the encouragement that your team needs. Work is work, home is home. In today's workplace and especially the COVID work from home era. This couldn't be further from the truth. It might have been the case working in the factories of generations ago, clocking in and clocking out. But the truth of today is that many people are totally absorbed and deeply committed to their careers. I'm making a difference to their teams and companies is part of their DNA. You'll find, but this will affect them at home. They'll make family sacrifices to get that deliverable over the line for you. They might even abort a family vacation to get you and accompany of a nasty problem. I've seen commitment like that before. So as a leader, it's so important that you try to establish a culture where your teams can have and enjoy a good work-life balance. And that work-life balance might mean different things to different people, but it's your job to understand the both work and home life can continuously overlap and impact each other. They are far from being separate. They are very much intertwined. Your team will regularly take their work and office problems home with them. And the more you can recognize and react to that, the better. They'll also bring their home problems to work. So the more you can empathize and understand, the more you'll be on the right track. That was all your fault. That common, It's one of the most toxic and least desirable things that anyone can say to anybody else in a workplace, and certainly not from manager to employ. People make mistakes all the time. And yes, Mistakes are usually someone's fall. And how a manager response to one of their team making a mistake can be a defining characteristic of whether that manager is worth working for at all. Great leaders make sure that when their team messes up, it's them, the steps in front of the clients to explain what went wrong. And they weren't mentioned their teams, they certainly weren't mentioned people by name. The boss is accountable and will face off to the stakeholders and do the explaining. And when the team smashes it out of the park, then it's the boss that puts the team in the spotlight. And basically leaders take none of the praise and all of the blame. That's just the way it is. And that also applies to the manager and employee direct conversations. Sugar, you might talk about mistakes and show. You may agree that it was the fault of the employee. But mistakes are rarely all down to one person. There can be a lot of contributing factors, BAD IT systems and processes and other systems prone to error or external factors affecting the performance and delivery of an employee that could be all sorts of underlying reasons for an error. So rather than say That was all your fault, say you made a mistake. Are you okay? Showing that level of empathy is true leadership behavior. I hate this job. Do you know? Well, you may well do certainly at sometimes. And there may well be some seriously suboptimal aspects to your role. Most jobs have got a degree of the non glamorous to them, but your team also has challenges. And as a leader, it's up to you to put their challenges front-and-center and get them fixed. Park your own stove, park your own worries. Being a leader is about them know about you. Another reason not to say this is that leaders need to avoid the negativity, gossip and morning, it's so important to maintain a degree of positivity and avoid getting drawn into the gossip and complaining even when things are generally not going well and you might have valid reason to complain. Your team looks to you as a leader to maintain strong determination, strong focus on the mission and delivering, achieving, and moving forward is vitally important. Much more than ruminating and complaining and feeling sorry for yourself. Yes, you may have challenges and sometimes there will be big challenges, but leaders help their teams keep their eyes on the light at the end of the tunnel and keep them moving forward. So as a leader, stay positive and be self-aware enough to keep any moaning and negativity in check. As a leader, what you said to your teams can be absolutely critical. Your words can make the difference between your team smashing it out of the park or imploding into a toxic mess. And the key aspect for a leader is self-awareness. Be self-aware enough to understand that even a throwaway comment or casual remark can have an impact. Consider every single word carefully. Use your emotional intelligence to make your words matter. That way, you'll inspire teams and keep them on track. 9. 5b - Your Team MESSED UP! What now?: Performance management is a critical part of our people managers job. All the whole your teams and individual will perform to a decent level. They'll deliver, they'll get the job done for manifestos, company behaviors. And then you'll get what you expect from them. Well, if they didn't do that, then January there wouldn't be able to command a job professional organization. But there will be times where even the most skilled and high-performing individual drops the ball. That could be a minor fumble in depression, or it could be a catastrophic championship losing mess with the eyes of the world on anything can happen. And when it all hits the fan, the role of the team manager and leadership comes into play. This is where you come in. This is why you are in that position. So what you're gonna do, well here are five top tips from my 20 plus years of people management and team leading experience. I've seen plenty of mistakes and I've dealt with plenty of mistakes. This focuses on how you're going to deal with the people side of the mistake rather than a project or procedural changes that need to be made. How are you going to handle the individual technical fix the problem? The first thing to do when it all goes wrong is to fix the problem. And this might be hard as the person who made the mistake may all be feeling upset or emotional or angry, or just not have their mind on the job. As a leader, it's your job to immediately focus everybody, including that individual on undoing the damage of fixing whatever is broken. And this might not be easy because the person responsible may well be unfocused due to the error. There might, might not be in the right place, but it's up to the manager to get them focused on the resolution, especially as they may likely be pivotal to fixing the issue. So speak to the person, calm them down, focus them on what needs to be done and get it done. Pause and stay cool. Once the problem is fixed, then it's time to pause. Even if the mistake may have been a school boy or basic error, it's vital to pause and be self-aware enough to not start throwing any blame around. You won't need to. The person that made the arrow will know it's there for. And repeatedly drawing attention to that won't help at all. So pause and think carefully about the next steps. Great managers and leaders, they're ultra cool in situations like this. Having that level of equanimity is vital to managing 10 situations. Good leaders tend not to get super high when things are going great. And similarly, don't freak out when things go badly. Mop up the fallout. As manager, it's up to you to make sure your teams get praise for a job well done. But conversely, when the chips are down, it's you that needs to step up and face off to your clients. I've seen managers throw the person responsible for mistakes right in front of irate stakeholders before and then offer them no support and just watched as they get torn to pieces by people several levels more senior than them. And that does the individual no good at all. And it's seriously compromises the manager employee relationship. Great leaders allow their hurting employee to take time to lick their wounds while the manager faces up to the key stakeholders and explains the reasons behind the mistake. And at no point will the individual be highlighted or mentioned by name, the leaders accountable. It's their era as much as it is anyone's on the team. That's why you're in that position to take the flock. What this does is it creates a safe place for employees to fail. And that's absolutely vital to allowing people to work with confidence and express themselves. It's one of the main ways a leader can create that culture of trust in their teams. Ask why the mistake happened? Now this is really important and the answer may not be as obvious as it might seem. Once it does this settled in your next conversation with the employee, makes you discuss the issue and give them the chance to explain why they believe they made the mistake. They may not even know who I am and why they've underperforming on this occasion. If it feels out of character to you knowing the individual, then there may well be some deeper reason for the error. So always be mindful of this. Mistakes often occurred due to a lack of concentration, the failure to follow the usual process or such like. And in cases like that, that can be external reasons. And it's up to you as a leader to try and establish if there's a deeper issue that has caused this mistake. Maybe there's something going on in the employee's home life or they've not been sleeping to an illness or other stress or family bereavement or something else they haven't told you about. There's usually a reason, especially if it's clearly an out of character mistake. Reliable employees don't just suddenly make mistakes, turn the mistake into a learning exercise. So the individuals made a mistake. And now you know why it could be a problem with skills with over or lack of confidence or something related to external factors. The important thing is that the manager now supports the individual and works with them using coaching techniques to build frameworks and plans to address the cause of the problem. And that really could be anything from additional training to extra support, right, through to helping with issues outside of work. Maybe there's some stress-related issues that the employee needs professional help with. Maybe there's something you are a company can do to provide health care or additional support outside work. The vital thing here is that the leader provides that support and coaching to make sure the issue doesn't happen again. And then in fact, they can turn that weakness into a strength. For ladies, making sure they handle the people aspect of a mistake is critical. If you do it wrong, you've alienated employee, destroying motivation. Manager, employee relationship is gone. Don't correctly. It's a chance to kick on, develop skills, fixed fundamental weaknesses, and also demonstrate the managers accountability, support, and care for their teams. You step forward and take the bullets in your teams will love you for it. Managing team mistakes is a critical part of a latest job. No team will go through life without making mistakes. And it's up to you to be able to provide that support and protection of your teams when it happens. 10. 5c - Mastering Crucial Conversations: If you're at all serious about wanting to progress and work, develop your career, build those grant relationships that everyone talks about. Then you're going to have to have a lot of conversations. Individual, group, phone, serious, stressful, enjoyable. There are a whole different type of conversations and also a whole lot of interesting moving parts to each one, spanning a wide variety of topics and aspects. So here's how you can have better conversations. Mirroring this technique works in person and video calls. The idea is that people naturally assume the posture and mannerisms of others that they respect. Try it sometime. If you suspect somebody you're talking to is into you or is really engaged with what you're saying. Try putting your hands behind your head or something like that or changing your posture and watch. Is there do the same without even realizing it, they unconsciously mirroring your behavior. And you can use mirroring to your advantage by carefully observing posture, body language, speed of speech, mannerisms, and then deliberately mirroring them. Because this has been proven to subconsciously enhanced the bond and the connection between people in conversational situations. Active, sitting in a face-to-face meeting with one or more people in sure that you position the chairs correctly. This means not a face off situation with one chair directly across from another, with a desk in-between. A challenging and direct position it forces continuous eye contact is much less relaxing. That's one of the reasons people find interviews stressful because they typically have that desk arrangement. Look at how you can position chairs are either 90 or 45 degree angles to each other. This creates a much more relaxing and calming vibe. Doesn't fall so much eye contact. And it can be greatly effective when meeting with junior people or people who have more introverted nature. There's a whole science behind seating arrangements in meetings that I might go into in another video. So do check out some of the available materials on that topic. The message is that the ergonomics of how you sit in relation to others can immediately affect the atmosphere and vibe of the meeting. So the more you can learn to recognize is, the more effective your meetings will be. Look for the win-wins. In many conversations, you'll be wanting something. I mean, that's usually the point of calling most work meetings. You want something, a delivery, a commitment or results. It can be anything in those situations is always a good idea to make sure that you normally clear and fair in what you're asking for. But always look to sweeten the deal by offering something in return. Maybe you'll make a future commitment to return a favor, or maybe you'll get the extra project resource you want, but will endeavour to provide some feedback overlearning opportunity in return, the more you can make every asking to a mutual win-win, more chance you have of success. And you'll also develop that valuable reputation is somebody that's super collaborative and greater deal with which is incredibly important. Keep a log of regular interactions for all the people that you find yourself having regular interactions with. I find it hugely helpful to give a chronological log the topics discussed. Nothing too detailed, just a list of topics. That way I can remember what we've talked about over time. I can be aware of trends or regular topics of interests and so on. All of which helps me to build up a much more effective relationship with the person I'm speaking to. It's also super handy to use this log as an agenda builder because you might remember a topic suddenly that you should bring up in a meeting that's happening in a few days time. But don't try and remember it. Just open up your log omega naught under heading things to talk about next time. And then when it comes to that next meeting, you just pull up the log and there you have. You've got a readily built agenda for discussion. Otherwise you're likely to forget what it is you just remembered. And also use this log to record any actions you might have take it that way you can be sure to follow up on things that you said you would follow upon. It's so easy to forget once you've hung up with coal, keeping a log really is one of the most useful meeting productivity tips that I use and it ensures that conversations are effective and flowing and good use of time, be mindful of your emotional bank balance. So during every interaction is a good idea to monitor the emotional balance of the conversation. What I mean by that is that you start out level, positive thing you do increases your balance and those gives the other person a reason to deem that conversation a satisfying from their perspective, you put more into it. And conversely, everything negative or anything you take from somebody during a conversation decreases your balance. And those leads the person you're talking to, to team that conversation. As negative. Examples of emotional withdrawals include things like disagreement, self-praise, dishonesty, or going off topic. And conversely, you're depositing positive emotion if you agree or a firm, if you're asked for somebody's opinion, if you give it genuine compliments, if you demonstrate active listening or if you use dynamic. So you want to finish most conversations relatively level. Sometimes you'll invested more, sometimes you'll have deposited more what you want to avoid those conversations that are significantly skewed in either direction. And that's likely to mean one person hasn't had a great outcome to that conversation. The real skill here is to be situationally aware enough to be able to adjust that balanced during the coal to end up as close to even as possible. So keep track of the vibe, keep track of the emotional bank balance that you and the other person by doing. It's kinda like a blackjack player counting cards only with emotions. Thanks for watching this video. We will see you next time. 11. 5d - When to Fire Someone: Lots of being a people manager is super enjoyable. Coaching developing people to success, that kind of thing. But here's something that's never enjoyable and that's letting people go, especially if you're having to terminate and employees time with your company today, you have to fire somebody. You've gotta be sure that you're doing the right thing for your team, for your company, and for the person concerned. It's something that fortunately, I've only had to do a handful of times in my career. And here are the main situations that you'll encounter that might end up with you firing somebody. So why would you ever need to fire anybody? Well, the first couple of reasons are the simplest. As a manager, you've got no choice to pull the trigger with these reasons. These are T01 reasons to dismiss somebody. You've got no choice. First one, major discipline issue. This is probably the easiest of the reasons, but it can still be traumatic for everybody concerned. Your employee has made a major error of judgment and engaged in behavior that your company, and indeed the vast majority of companies will not tolerate. Examples can include racist or sexist behavior, intimidation of threats, drugs, or alcohol at work, the viewing or distribution of adult material at work. I've seen more than one of those in my career. And when it's somebody on your team, it's an instant dismissal. The first step is always to inform your own line manager and also take them out into her child who will then either take over and do the necessary or assist you in the process. There might be a case of gathering evidence or a claim might even be disputed. So it's a process that can get convoluted. But from a manager's perspective, it's a no-brainer. You don't have to consider whether you've made the right decision because it's not a judgment call. Behaviours like this are not needed in today's workplaces, and the result is a termination crime. The same goes for any illegal activities such as assault, violence, or theft. Another no-brainer, fortunately, very rare. And I think I've only seen one instance of this in my 20 plus year career, but people are people and yes, it does go on policy violation. The next tier of violation is more subjective. That's the violation or transgression of various policies your firm has in place, let's call them tA2. These policies are usually to do with risk to the business, such as the safeguarding of confidential information, the logging of financial records or other records or administration policies to deal with, time sheets, attendance, absence, mandatory training, all that kind of thing. The reason these take more thought than the tail one violations of illegal activity is that there are many different levels to these policies. Some are more serious than others. And generally failing to comply with one of these policies won't result in an instant dismissal. As a manager, you're likely going to have to warn the employee about compliance with these policies and keep track of their records. And if it ends up with a termination, then the employee would likely have broken multiple policies or transgress multiple times, ignoring your warnings repeatedly and the mind while obtain an intermediate disciplinary step as well. Generally, somebody won't be dismissed for their first policy violation depending on what policy is. Of course, as a manager, you have a duty to your help your team understand and comply with firm policies, some of which might not be the easiest to follow or my involved poorer quality and badly designed IT systems or really convoluted processes. So for termination, you're likely to have to establish the regular breaches are either deliberate or negligent. As before, involve your own line manager and HR representatives to progress now into tier three reasons why you might need to dismiss somebody and this is getting a little trickier, constant under performance. This is where the team member is exhibiting poor job performance. And as a manager, you have to make sure that you first tried to understand any reasons behind the underperformance. Empathy and coaching skills are really important here. As a leader, you need to put a lot of effort into trying to establish the reasons for the underperformance. There's often a genuine, valid reason and it might take some time to get to the bottom of it. It might not be super obvious, assuming there's no real reason for the underperformance other than capability while the manager also has more responsibility here. Training, development support, all vitally important parts of a manager's job can use a later use your skills and emotional intelligence to help coach that employee back to performance. This might also involve some form of company performance management scheme, but ultimately the manager has a critical role to play. You have to do your best to get the employee back on track. And this is actually one of the biggest challenges in papal management and also one of the most satisfying. Some of the proudest achievements I've had as a manager has been when I've been taking poorly performing employees, have diagnose the root cause of the issues and then use coaching skills to establish the frameworks and Korea scaffolding to help them climb back up to the right level. And that's really satisfying for everybody. So then assuming that hasn't worked, the performance plan has been unsuccessful and you feel you've given every chance for the employee to get back in again, it's likely heading for a termination. Now the final TIA TIA fall reasons why you might need to dismiss somebody and this is the toughest a disruptive attitude. These are reasons related to the attitude of an employee. Things like working behind your back to damage the morale of the team, affecting other employees productivity by creating negativity and undermining your role as a team manager and such like much harder to prove and something that can eat. A lot of careful observation and evidence gathering over time. In cases like this, the employee is also very likely to dispute any decision to dismiss them. So you're likely to be in for a fight and that can get painful. So the support of your own manager and the HR representatives and the gathering of evidence is a crucial process. You'll also have to make sure that the evidence you've gathered is robust, solid, and you're absolutely sure that there's something going on because it's all about making a case that can stand up under interrogation. And sometimes it's not always obvious. Sometimes people can be very crafty and skilled in their attempts to undermine your role as the team manager. I know I've been on the receiving end of it before and it's not guaranteed to go your way. So as you can see, there are several situations that you as a leader may have to fire somebody. I'm lucky enough to have few situations in my career where I've had to do it because it's usually pretty stressful for everybody concerned. But it's a reality of working life.