Welcome to manager tools. Today's topic, inheriting a poor performer. Part two, here we go. Last time we talked about studying and redo documenting the person's performance record

that you're having a typical Yeah, this inherited performer.

Yeah, and I think it's important.

A big part of last time was talking about our theory, our principles about you can't fire

somebody too soon.

It's not as if you're building on an already built case. I think that's

the mistake that managers make. You have to build a new case. And I know it's frustrating and

sorry guys, this is the way the world is. We don't teach stuff that's undoable,

because that would be wasteful,

and we don't teach stuff that's fantastical.

Right?

And the fact is, if somebody's still at the company,

it's as if their past didn't happen until they repeat it for you.

Right. The decision had made good or bad. The decision has been made. They are still

party. They're still employee in the organization.

You inherit this individual, and essentially,

Jimlin, you've got to start fresh.

I say the same thing about hiring that I do about firing.

Hiring someone is always a bad idea until you have enough data to make it a fantastic idea.

Same thing is true with firing.

Firing someone is always a bad idea until the very end where you have enough data and it becomes a necessary

idea.

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