One question that is commonly asked is, “How does a Christian boss fire an employee in a way that both respects them and honors God in the process?” CFWLA Executive Director Steve Lindsey took an attempt at answering the question below.
As a senior manager and executive in a large aerospace company, I was occasionally involved in responding to up and down economic cycles with waves of hiring or layoffs, both on small and large scales. Of course there were also the periodic performance issues requiring special attention as a manager.
Wise leaders, using biblical wisdom, know that it is critical to first remove the notion that the workplace is a sphere isolated from one’s spiritual life. The tough daily decisions we make at work are never just business.
“The tough daily decisions we make at work are never just business.”
Many biblical principles directly apply to our workplace interactions, such as the Golden Rule (Matt. 7:12), in treating others as we wish to be treated, loving those who behave badly toward us (Matt. 5:44), or dealing justly and fairly to those under us (Col. 4:1).
Second, we need to see our colleagues and employees as our “neighbors,” whom God loves and has sent to us to show them the love and dignity they deserve as co-image-bearers of their Creator—whether they are believers or not.
Think of those receiving the difficult news from you, as their boss, as if they were your nextdoor neighbor. Many of them have dependents relying on their successful employment. They share similar hopes and dreams in life and see their work integrally tied to their sense of worth and dignity. Every manager needs to seek God’s best for them even in the process of delivering hard but necessary news.
Third, pray for them before and after you meet with them. Assume God is present and involved in their lives. Specifically request he intervene on their behalf to place them where they need to be, provide for their needs, help them to make needed adjustments to whatever work they are well suited for, and stir them to seek hope in Christ through this difficult season of life. If good options exist within your company, take the initiative on their behalf to help recommend or place them.
“To avoid or delay appropriate performance-related responses as a manager not only devalues the dignity of the employee involved, but it devalues the remaining workforce who are closely watching how you handle these situations.”
Fourth, make sure the difficult conversation is not a surprise. Excellent and caring management will always work performance issues as a process over time through improvement plans and second chances. Major performance issues or gross violations of company values and policies, however, should be responded to firmly and quickly, closely associated in time with the behavior at issue.
To avoid or delay appropriate performance-related responses as a manager not only devalues the dignity of the employee involved, but it devalues the remaining workforce who are closely watching how you handle these situations. Treat the other employees as your neighbors, too, knowing these situations affect them, as well. They will be concerned and reflecting on how you will treat them in the future. Responsive and fair management builds trust and confidence, especially in difficult situations.
Fifth, when delivering the news in an actual meeting, make sure you treat the employee with respect in a few important ways. Meet with them privately in a closed office and lead the conversation getting right to the point with the news. Making small talk or beating around the bush with lengthy background information is actually disrespectful, as they will likely already sense this is a serious meeting and are anxious to know what’s about to happen.
Let them express their feelings and acknowledge them without apologizing for the needed business decision you’ve made. Then let them know of any assistance your company offers along with logistic details. Having it spelled out in writing helps for them to take with them as their feelings likely will drown out details. Keep all this short and shoot for 5 minutes or less. This is not a counseling session and they will need to deal with the impact elsewhere.
And sixth, seek resources from other leaders you respect on this topic as well as good books such as How to Have That Difficult Conversation: Gaining the Skills for Honest and Meaningful Communication by Cloud and Townsend.
Steve Lindsey is the Executive Director of the Center for Faith & Work Los Angeles. As an engineer at Boeing for nearly 40 years, he often worked towards seeing how his work served God’s greater purpose for the world. He and his wife Margaret established the CFWLA in 2017 to help people reframe vocation and understand how all work, no matter the industry, has meaning and purpose.