Why Are We Afraid to Fire People?

Here are several examples.

A very good MGO is so good that the manager moves them into a position of managing MGOs. She fails. Why? Because her real motivation is to be out in the field talking to donors. Her real ability is to help match donor interests and passions to the needs of the organization. She does not have the interest or ability to manage other MGOs. She may have thought she did. But she doesn't.

A person is hired as a MGO and fails at the job. The hiring manager thought he would be good with donors. He had a track record of doing well in major gifts in other organizations—or so his resume said. But he fails. Why? Because he is really a systems, administrative, computer guy. He would rather be behind the scenes, creating order, than out with donors on the front line.

A MGO is hired and fails at her job. She is constantly organizing events and networking with VIPs in the community. She has worked her way into a relationship with the local television station and is on a first name basis with the editor of the local paper. She is an unbelievable networker. She looks good, talks good and knows how to influence people. But when it comes to managing a caseload of donors, she is a miserable failure. Why? Because her real love is public relations. She is not afraid to ask for attention and publicity. She is terrified asking for money.

So, usually, the fix to a nonproductive and unhappy employee is to align a job to the person's motivations and abilities. While this is easier said than done, it does work, and it honors the person and protects the organization.

I have personally transitioned hundreds of people who worked for me and I know this works, which is why you should try it. And if you are unhappy in your job, I suggest you take the time to look carefully at your motivations and abilities and how they align to the job you are in.