How Best To Sack A `Manager’ - By Benson O. Agoha

In my continuing treatise on `Leadership Qualities’, I have to visit the issue of dismissal of a Manager. In this case the use of `leader' is to be read as Manager. Now, even leaders can be sacked, but what is the best way to do it? Before making my recommendation, I have to discuss one real life case, which will show that management, though now regarded as `science’, sometimes has no fixed solution to any problem. The course of action is sometimes contingent upon the situation, but a Manager must accept responsibility for his actions and, therefore, must take the course he can defend. Here we go:

Case 1
Prof. Abdul was a renowned lecturer of many years. Borne of Pakistani origin, he has been a visiting lecturer to many Universities and Business Schools around the world and is therefore, a well respected voice. One day he was presented with a situation by one of his students in an MBA class. Odeon was already a General Manager of a Bank before deciding to do an MBA course. He has been facing a situation at work. One of his subordinates was in the habit of flouting some of the bank's policies with regard to the use of office telephone.
The young man has been bringing in large income to the bank and has been responsible for winning big accounts. For that reason, he feels he deserved some special treatment and his behaviour would soon result in protests if Odeon does not act on time. So in this situation, what should he do? Prof. Abdul looked him straight in the eye, adjusted his tie and said `sack him; otherwise he will introduce a bad culture into the organisation'.
Odeon noted the advice from the authority and when he returned to work, was ready to implement the advice which he was sure will send some signal across the organisation. The day after his return, the young man brought in another account of £5m. The General Manager sat back and thought about it and decided to pursue a different course.

Now in my earlier post on Organisational Policy, I stated that policy must be flexible to allow organisational members to exercise discretion during implementation. Had Odeon not used his discretion, he would have sacked a resourceful employee who could have been corrected using a different method.

But what is then the best way to sack a `leader’. Managers across disciplines and organisations do not resort to one best method to sack a leader. The truth is that because leadership position is an enjoyable position, if for nothing else, for the respect and other perks that accompany the position, it is often difficult for occupants of exulted positions to want to leave. They would always like to cling to their position even at the worst of times.

A manager in charge of a restructuring exercise may be tempted to resort to dismissal as a cost saving measure. I have already kicked against dismissal in a restructuring exercise because it could result in one or more of the following:
· It posses its own problems eventually
· Competitors who have been unable to lure your staff away to their own organisations will then find them easy targets.
· If key staffs are affected, it is easy to pass on organisational secrets.
· An employee feels loyal to present employer, not the previous one.
· Only a carefree manager would like to pass on his distinctive competences to other organisations without serious consideration.

How to remove a Leader or sack a Manager

As for other `leaders', they can be removed by an internal coup or by a collective resolution of the group members. It could be by democratic means like voting, or by an external force, as in cases where the leader was also appointed by an external force. But to remove a Manager, I would recommend that the best way to sack a `Manager’ is to promote him. Every promotion is not necessarily laced with financial compensation. Some leaders are happy enough to have attained and been designated a certain position. And because money is not always the best guarantor of satisfaction, some people are satisfied to have their esteem needs met. Therefore a manager who is capable of proving his mettle will appreciate an upward push and perform. Those who cannot, will not and then you will be justified to show them the door.