Most experienced entrepreneurs will agree that they almost always took too long to terminate key employees when they don’t work out.
In World War II, the U.S. Army grew from 190,000 soldiers in 9 Divisions to 8,000,000 soldiers in 61 Divisions. General George Marshall is credited with instilling accountability in the officer ranks, including generals.
Below are excerpts from the Harvard Business Review article that I strongly recommend you acquire:
“As transformational leaders tend to do, Marshall began by focusing on people. He truly was ruthless in getting the right people in the right jobs—and the wrong people out of them. When Brigadier General Charles Bundel insisted that the army’s training manuals could not all be updated in three or four months and instead would require 18, Marshall twice asked him to reconsider that statement.
“It can’t be done,” Bundel repeated.
“I’m sorry, then you are relieved,” Marshall said.”
Can you imagine that in today’s army?
As you’ll learn in the article, the U.S. Army is no longer run that way (generals are almost never terminated, and certainly never swiftly when held accountable to a leadership goal).
Which way do you run your startup? With accountability? With swift action?