🛑 The Cost of Pity

🛑 Cost of pity

Why "letting go of those who aren't" is a difficult duty... but the leader's most necessary.

"If you are a leader... how quickly can you make decisions about people?"

These are questions that many executives "dare not answer directly."

Not because I don't know the answer... but because it "hurts" too much.

Because in the real world, people management is not just about performance, it's about people's lives.

And that's where many organizations miss it.

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📉 1. "People are not" not just bad results... but destroys the whole system.

Most executives often evaluate people from

* Skill

* Output

* Loyalty

* Goodness, past preferences

* Works seen

* Or intimacy like

But what is invisible... and much more dangerous is

"The impact on everyone else on the team."

People with bad attitudes (Toxic)

* Reduce team power

* Causing the talented to burn out

* And create an atmosphere where no one wants to be

What's really going on in the organization.

* The brilliant began to "keep quiet."

* Good people start "retreating"

* And ordinary people begin to "imitate negative behavior."

In the end, what's lost isn't just one person.

But "the whole team culture."

The organization is not broken because of the bad people alone... but it is broken because the leaders let him stay.

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⏳ 2. The cruel truth is that "yes" has an expiration date.

One of the most common mistakes is

"He used to be good... which means he's still good."

But in the business world,

"Yes" is not a permanent thing.

It depends.

* Stage of organization

* Speed of change

* And adaptability

Examples that occur very often.

* People who are good at Startup → Good at work

* But when the organization started to have a system → back against the structure.

* Someone who used to make a team well → but couldn't scale a team.

In short,

"The one who used to be... may not be in the new game."

And the leader's job is not to stick to the past, but to "see the present clearly."

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❤️ 3. The most obvious sign is, "Does he really want to live?"

The measurement of people is not based on words, but on the quality of action.

"The Right One"

* Pay attention to details

* Try to solve the problem

* And want to develop

"The one who's not."

* Just do enough through

* Pending orders

* And not investing in jobs.

But the most obvious sign happens on "the day he goes," because that day is the day when "truth" will no longer be filtered, there are two very different types, and it reflects almost 100% of people's intentions.

Type 1 people: "Notice to go."

* Decided in advance

* Comes with a new offer finalized

* Not open space to talk or negotiate

* Focus on exit rather than future with the organization

* Body language often seen

* Talk short, concise

* Do not engage

* And ask not about alternatives.

"What leaders need to understand."

This is not "consulting," but "closing your life deal."

Trying to brace at this pace mostly doesn't work.

And may cause the relationship to end unbeautifully

Type 2 people: "Let's talk to stay."

* 100% undecided

* There is hesitation, but there is still a mind to the organization.

* Open up space to talk and receive feedback

* Interested in "how to develop"

* Body language often seen

* Question

* Tell your concerns honestly.

* And listen to the views of the chief.

What Leaders Must Do

This is the most important "opportunity window."

* Gotta listen deep, not fix it.

* Must understand root cause, not just symptoms

* And must jointly design a solution (co-create solution)

Insight important that many organizations often miss?

Most organizations often put their efforts into "holding people back."

But instead, it doesn't invest time and attention into "type 2 people."

Both, in fact,

* "People who are hesitant... are people who have a heart and a chance to become Top Talent in the future."

* And second-generation people... are "resources to maintain," but most organizations care more about 1st-generation people?

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🧠 4. The trap of "pity" that destroys the silent organization.

This is the most dangerous point for novice leaders, because you start to think,

* "How is he going to live?"

* "Give me a little more chance?"

* "He'll be fine. Give him time," etc.

But the more important question is,

"If he stays... what will the rest of the team look like?"

The real cost of keeping "people are not"

* Team Productivity decreased

* The brilliant resigned

* And lower organizational standards

What many people don't know is

"Wrong kindness... is cruelty to the right person."

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🇹🇭 a real case in Thailand when the organization grows... but the original team doesn't grow up.

One of the patterns that occurs in many Thai organizations, especially Startup and Scale-up groups, is

"The team that brought the organization up... is not the team that took the organization on."

Things happen very often.

"The Beginning Period"

* Small team

* Working fast

* No system

* Use highly unique abilities

This group of people is a very important "Founding Team."

"But when the organization starts to grow,"

* There are more people

* More systems

* Complexity must be administered.

* There must be a clear standard.

The problem arises.

* Some people do not want to follow the system

* Not good at structured work

* Or can't run a large team.

Despite being "brilliant" and "grateful" to the organization,

But it turned out to be a "bottleneck of growth."

The hardest decision?

Many organizations choose "keep" because

* Bond

* Considerance

* Or the feeling, "He's been with us since day one."

But what happened was,

* New team labors

* The standard is unclear.

* And the organization began to "grow slower."

What did the next organization choose to do?

* Try to upskill and adjust the role first.

* If not fit → optimize role

* And if not yet, really → "Professional separation."

Not because he's bad, but because

"The game has changed."

Important lesson

"Success in the past does not guarantee future decency."

And the real leader must be separated between

* Appreciation

* With corporate responsibility

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✨ Leaders do not have a duty to "keep everyone," but a duty to "maintain standards."

Leadership is not about everyone staying.

But it is to make the organization "go on."

And sometimes the most correct decision

It was the most painful decision.

"Removing people who aren't is not hurting them... but protecting the right people and protecting the future of the organization."

In the end, everyone has their own path.

But your job is to make the rest of the team

"Strong enough to keep going."

# Two stories a day # Leadership # PeopleManagement # ExecutiveMindset # OrganizationalCulture# ManagementTruths

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📚 Source / Reference

* Toxic Workers (Minor & Housman, Harvard Business School): An empirical study that analyzed the data of over 50,000 employees proved that the return on Toxic behavior is twice as high as the return on hiring top Performer employees.

* The Cost of a Bad Hire (SHRM): Industry Standard Data Estimating Structural Damage by Keeping Offensive Employees in an Organization, Affecting Huge Value Direct and Indirect Costs