My boss allowed me to fire a top producer in my office. He was reluctant but conceded to my argument. He loved the money. I told him she was costing us our reputation. Reputation can result in more money lost than one salesperson.
I had a salesperson that was productive but noone in my office wanted to work with her. Every time she was involved in a transaction, I had several calls from everyone involved about how difficult it was to work with her.
Bosses have projections they want to meet. Often the soft skills of people who are both effective in productivity but also impress other people with how great they are to work with is more than money alone.
A company's culture must praise cooperation and soft skills created with personal development to get everyone rising together. After my boss had let me fire the toxic person, he made it his M/O to encourage firing of toxic people because he realized how important it is for internal culture and external reputation.
The metric bosses might miss is that an attractive culture attracts the best producers from other organizations. A poor reputation sends everyone to the competitors. Over a period of time, losing the best people ruins market share.
Leaders should focus on increasing market share by emp[oying and attracting the best talent. One great way is to train people for promotion. This indicates an organization wants to create its leaders internally and imbue them with the values the organization holds dear, like respecting and empowering its people.
A manager owes it to his people to eliminate bad apples to save the batch. Everyone's pride for belonging goes up several notches when values are put on a pedestal and praised.
Learn more at the Learning Center https://tinyurl.com/68u3efpp
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