If you’re a real estate investor facing the challenging decision of whether to let someone go, this video offers a thoughtful approach to help you navigate that tough call. It dives into a step-by-step process, starting with what needs to be addressed before firing is even on the table. You’ll learn about mindset shifts that make these conversations more productive and discover a practical framework for creating win-win situations. From setting clear expectations to understanding if a team member is truly in the right role, this guide is all about leading with empathy and clarity, making it invaluable for anyone managing a team in real estate.
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Video Transcript:
What to do when you want to fire someone, that’s what we’re going to get into today. And if you are a real estate investor who has anyone on your team, local or long-distance like a VA, odds are that at some point you’re going to get frustrated with what they’ve done and think, “Oh my gosh, should I just fire them?” That’s what we’re going to dive into today. I’m excited to share all of my wisdom and tricks with you because I get that this is a tough, stressful time, and I want to give you the tools to make it better for both you and the other person.
No one should ever be surprised that they’re being fired, full stop. If someone’s performance is so poor that you’re considering firing them, it’s crucial to let them know where they’re not meeting expectations, where they’re falling short, and give them a chance to bridge that gap. I recommend a 30-day probationary period, starting with a meeting where you say, “Hey, here are the issues I’m seeing.” For example, a recent issue I encountered was with someone who wasn’t completing tasks on time. Deadlines were consistently missed in our project management system, and there were no updates, so tasks were overdue without explanation.
During the probationary period, I favor weekly meetings to check in on a checklist of what’s expected. Each week, we assess if they’ve improved, which gives us a chance to celebrate progress or address unmet expectations. Is it that they don’t know how to meet them? Don’t want to? Or lack the resources? By being objective, not emotional, we focus on what’s needed for the role and the business goals to be met.
Ideally, we want to support existing team members and have them succeed. But if the issues aren’t resolved during that probation, we’ve set clear expectations, and often they self-select out. I’d much rather someone quit during probation than have to fire them later. Firing is never pleasant, but if they realize it’s not the right place for them and leave voluntarily, that’s a win.
Let’s discuss a mindset piece I picked up from the book Extreme Ownership by Jocko Willink, which I highly recommend for leaders. This approach means owning everything that happens in your organization. So, when it comes to firing, it’s not “You did something wrong,” but rather, “I didn’t give you the guidance or resources you needed.” It changes the dynamic when you apologize and take responsibility. This approach makes these conversations far more constructive.
The final part is a framework I often use, which I call the “seats on the bus” concept. Think of your organization like a bus with different roles—driver, navigator, operations, and so forth. Each role, or “seat,” has specific responsibilities. When someone isn’t thriving, I ask if they’re in the right seat on the bus for their skills and personality. Sometimes, despite trying to place them correctly, they’re just not a fit for any available seat. It wouldn’t be fair to keep them in a role where neither they nor the business benefit.
To give you a practical example, I have someone in a marketing role who excels with systems and procedures. This person follows processes to a tee, which is exactly what I need. But if I put a highly extroverted, off-the-cuff person in that seat, they wouldn’t succeed because the role requires a structured approach. This is why it’s vital to consider if their skills align with the role’s demands. If there’s no seat that matches, parting ways is often best for both sides, allowing them to find a role where they can excel.
As you consider firing someone, remember that people management and mindset are usually the hardest parts, not the logistics. If it’s serious enough to consider parting ways, take a step back. Write out the difference between what they’re doing and what you expect, then set a probationary period with regular check-ins. Take ownership, avoid the blame game, and see if they’re in the right seat on the bus. Ultimately, it’s about recognizing whether this role and this person are the right fit.
And if you’ve done all this and they still need to be fired, realize they may want that, even if they can’t quit. Some people might self-sabotage because they know they’re not in the right place but are too loyal to leave. I’ve seen this before with someone who needed a better fit to serve herself and the business. So, if you’re dealing with a firing decision, know that if you’ve exhausted these steps, it may actually be the outcome they need but can’t initiate themselves.
I hope this is helpful for you. I love helping real estate investors like you set up your investing portfolio for time and financial freedom. Many investors start and find themselves with less time and maybe not as much money as expected. If this resonates with you, visit my website, adriangreen.com, for the Freedom Blueprint—a free guide to analyze your real estate investing. And don’t forget to like and subscribe to stay tuned for more tips on getting the most out of your real estate investments!