Ryan Berry is a local entrepreneur, business strategist, and partner who has spent more than 20 years helping organizations grow through marketing, leadership, and strategic planning. Each week, he shares practical insights for business owners throughout Logan County and beyond. 

For many business owners and managers, firing an employee is one of the hardest parts of the job. It’s uncomfortable, emotional and often filled with second-guessing. We tell ourselves things will improve. We give one more chance, then another and then another.

But sometimes the most difficult decision is also the right one.

The truth is that keeping the wrong employee can be far more damaging than letting them go.

Most people assume a bad employee is someone who steals, lies, or constantly breaks rules. While those situations certainly exist, the wrong employee is often much harder to identify. Sometimes it’s the person who consistently underperforms. Sometimes it’s the employee who creates drama, spreads negativity or refuses to adapt. Other times, it’s simply someone who no longer fits the culture or direction of the organization.

Before any leader decides it's time to part ways with an employee, there is an important question that should be asked:

Did we give this person every reasonable opportunity to succeed?

Too often, organizations hire someone and assume they will figure things out on their own. Expectations may be unclear. Training may be rushed. Feedback may only come when something goes wrong.

Good leadership requires more than assigning responsibilities. It requires providing the tools, training and support necessary for success. Employees should know exactly what is expected of them. They should receive consistent coaching and accountability. They should feel comfortable asking questions and seeking clarification when they need help.

In many cases, performance issues can be traced back to a lack of communication rather than a lack of ability.

That doesn't mean leaders should lower standards. Accountability remains essential. Expectations should be clearly defined, measured, and discussed regularly. Employees should understand where they stand and what improvements are needed. When concerns arise, they should never come as a surprise during a termination meeting.

The goal of leadership should never be to catch people failing. The goal should be to help people succeed.

However, after proper training has been provided, expectations have been clearly communicated, accountability has been maintained, and opportunities for growth have been offered, there comes a point when the responsibility shifts to the employee. If someone continues to fall short despite receiving the support they need, the issue is no longer a lack of opportunity — it is a lack of execution.

One of the biggest mistakes leaders make is confusing potential with performance. An employee may have tremendous talent, intelligence or experience. They may even be someone you personally like. But if their actual performance doesn't match expectations, potential alone cannot justify keeping them in the role forever.

Another warning sign is when a single employee consumes a disproportionate amount of management time. Every team member requires coaching and support, but if one person constantly creates problems that require attention, they may be draining resources that could be spent helping the rest of the team succeed.

Perhaps the most overlooked consequence of keeping the wrong employee is the effect

on everyone else.

Great employees notice when poor performance is tolerated. They see who arrives late, misses deadlines, ignores procedures, or creates conflict. They watch leadership's response. When nothing changes, the message is clear: standards don't matter.

Ironically, failing to address one poor performer can eventually drive away your best people.

Strong employees want to work alongside others who contribute. They want accountability. They want to know their efforts are valued. When they feel they are carrying extra weight because someone else isn't doing their job, frustration begins to build.

Many business owners delay difficult decisions because they genuinely care about people. That's admirable. Employees aren't numbers on a spreadsheet. They have families, bills, and responsibilities.

However, caring about someone doesn't always mean keeping them employed in a position where they aren't succeeding.

Sometimes the most compassionate action is honesty. Clear expectations, direct feedback, and genuine opportunities for improvement give an employee a chance to succeed. But if those efforts fail, allowing the situation to continue often creates more harm for everyone involved—including the employee.

A good rule of thumb is this: if you knew today what you know now, would you hire that person again for the same role?

If the answer is no, it may be time for a difficult conversation.

The best leaders don't enjoy firing people. In fact, they usually avoid it for as long as possible. But effective leadership isn't about avoiding difficult decisions. It's about making decisions that serve the mission of the organization, protect the team, and create an environment where people can thrive.

Sometimes that means investing in an employee, coaching them, and helping them grow.

And sometimes it means recognizing that the right person in the wrong seat is still the wrong fit.

When that moment comes, delaying the decision rarely makes it easier. It simply postpones the inevitable while increasing the cost to everyone around them.

When leaders can honestly say they provided the tools, training, coaching, accountability and opportunities to improve, they can make difficult staffing decisions knowing they acted fairly and responsibly. At that point, keeping the wrong employee is no longer helping them — it is hurting the organization and the people who depend on it.

In business, hiring the right people can help a company grow. Keeping the wrong people can quietly hold it back.

Knowing the difference is one of the most important leadership skills a business owner can develop.