By: Zachary Gleason
We’ve been told the secret to building a great company is hiring the right people. So we pour time, money, and energy into assessments, interviews, reference checks, and hiring frameworks—searching for the mythical perfect fit. But the truth is, that’s a fantasy. No matter how good we get at vetting, people will keep finding their way in who aren’t a true fit. And when they do, what separates the growing companies, the ones that actually do have the right people, from the ones that stall out, isn’t who they hire—it’s who they fire.
The Real Constraint on Growth isn’t Hiring, it’s Firing.
Firing is a skill. It’s a leadership discipline. And it’s one of the most underdeveloped muscles in independent agencies today. We keep trying to optimize hiring while tolerating people we know we’d never hire again. We say we want a high-performing team, but we protect mediocrity out of fear, guilt, or confusion. What we need is a new mindset:
Your culture doesn’t rise to the level of your hiring. It sinks to the level of your lowest-performer you won’t let go.
Let’s reframe the conversation entirely.
Why “Good Enough” Is the Most Dangerous Label in Business
Most terminations don’t involve truly “bad” people. They’re often decent folks who just aren’t a fit. They aren’t culturally aligned, they aren’t growing, or they want different things than you do. But because they’re “good enough,” we hold on. We say, “They show up,” “They do the job,” “They aren’t causing problems.” But here’s the shift: good enough is not good enough.
Keeping a warm body in the chair kills momentum. It drains leadership energy. It repels A-players who can smell mediocrity the minute they walk in the door. By keeping them, you’re making it impossible to build a great team.
You Don’t Have to Be Perfect to Make a Call
We delay terminations because we think we haven’t done enough. “I didn’t onboard them well.” “I didn’t coach them enough.” “I could’ve been clearer.” While there’s a place for humility, here’s the reality: you don’t have to be a perfect leader to expect performance. You just need to be a fair one. Give feedback, document it, and be clear about what success looks like. If they’re not growing, you’re not obligated to save them or protect them, and in fact, you’re making it worse for those who want to grow.
You Can’t Want It For Them
We fall into the savior complex. We tell ourselves, “I can get this person there.” But you can’t create motivation. You can only clear the way for people who already have it. The truth is, your best people need less motivation than you think—and the ones who need it most rarely change. Terminating isn’t giving up on someone. It’s refusing to keep doing all the work for them.
You’re Wrong About What Will Happen
We fear the fallout. We imagine chaos. Clients will leave. Morale will tank. The team will panic. But here’s the pattern: every time we terminate the right person, the outcome is the opposite. People step up. Culture strengthens. Clients don’t care—or they appreciate the upgrade. The team breathes a sigh of relief. You gain back the leadership bandwidth you didn’t know you were wasting. Ask your top performers how they feel after a good termination and they’ll usually say, “What took you so long?”
Some People Just Aren’t Growing With You
One of the hardest terminations is someone who used to be great. But growth reveals ceilings. Agencies grow from being scrappy generalists to specialized experts, and not everyone makes that shift. Holding onto someone because they were once essential is like keeping your training wheels on long after you’ve learned to ride. Honor the past, and also do what the future requires.
Termination is a Process. Not a Moment.
Firing shouldn’t be a surprise. It should be a series of conversations that become more definitive over time. First: “Here’s an area for improvement.” Then: “I’m worried this might not resolve.” Eventually: “You should seriously consider what you really want.” The goal isn’t to trap them, it’s to clarify the truth that they aren’t a fit without jumping to conclusions. When separation finally happens, it should feel like a logical conclusion, even to them…not a sudden judgment.
Reposition When You Can. Separate When You Must.
Sometimes it’s not a performance problem, but rather a position problem. A marketing person might fail in production but thrive in service. A leader might no longer lead but still offer value in a technical role. Repositioning can be an elegant solution if the person is aligned, trying hard, and willing to help shape the story. But the moment you see character or culture issues, a bad attitude, undermining, apathy – don’t reposition. That’s not situational. That’s who they are.
How You Fire is How You Lead
Treat terminations as an act of leadership, not an HR process. Don’t villainize. Don’t surprise. Speak to the person’s dignity. Explain what’s happening and why. Offer severance that allows you to sleep at night – even if it costs you. Communicate with your team—privately, respectfully, and clearly. Say things like, “This was a hard decision, but it wasn’t the right fit long-term. We’re treating them right.” Your team will watch you. And what they see will either grow or fracture their trust.
This Isn’t the End. It’s a Discipline.
Separation is a skill. You can get better at it. You can learn how to spot a poor fit earlier, give productive feedback, reposition gracefully, terminate without damage, and protect the heart of your culture in the process. You’ll never reach a place where firing people isn’t hard. But you can get to a place where it’s predictable and appreciated. Where it’s done with empathy and confidence. You can get to the point where your agency is stronger not in spite of separations, but because of them.
The Takeaway
If you wouldn't hire them again, then what are they still doing there?
