Daniel Priestley

What sucks is they may have been great for like three years, but now they're just the lowest performer in the business for the business to move on. you'd need to performance manage them out of the business. And to stay on the right side of your insurance, your HR insurance, you now have to go through the scripts. So this is meeting one. We're assessing the performance.

We're going to be going through a process over the next two weeks to just assess where you are with your performance. And if we discover that the performance is an issue, then we may need to look at disciplinary issues and blah, blah, blah. So you have to follow the script. Mm-hmm. And you're sitting there going, like, the decision's been made. You know, like, seriously, just get out.

We're going to be going through a process over the next two weeks to just assess where you are with your performance. And if we discover that the performance is an issue, then we may need to look at disciplinary issues and blah, blah, blah. So you have to follow the script. Mm-hmm. And you're sitting there going, like, the decision's been made. You know, like, seriously, just get out.

We're going to be going through a process over the next two weeks to just assess where you are with your performance. And if we discover that the performance is an issue, then we may need to look at disciplinary issues and blah, blah, blah. So you have to follow the script. Mm-hmm. And you're sitting there going, like, the decision's been made. You know, like, seriously, just get out.

Yeah. And I got sued once. one of my co-founders was not getting along with one of the long-term employees and they were really locking horns all the time. And she came to me and she said, look, I'm just fighting with this guy all the time and it sucks and I'm really frustrated and blah, blah, blah. And I'd just gotten off of a long flight from Australia back to the UK, so I was so tired.

Yeah. And I got sued once. one of my co-founders was not getting along with one of the long-term employees and they were really locking horns all the time. And she came to me and she said, look, I'm just fighting with this guy all the time and it sucks and I'm really frustrated and blah, blah, blah. And I'd just gotten off of a long flight from Australia back to the UK, so I was so tired.

Yeah. And I got sued once. one of my co-founders was not getting along with one of the long-term employees and they were really locking horns all the time. And she came to me and she said, look, I'm just fighting with this guy all the time and it sucks and I'm really frustrated and blah, blah, blah. And I'd just gotten off of a long flight from Australia back to the UK, so I was so tired.

And I said to her, Look, here's the problem. This is a co-founder and director of the company. If you really object to working alongside him, I hate to say it, but you probably need to find somewhere else. If you're unhappy, you should find somewhere that makes you happy. And we can support you as long as that takes. We can help you find the right thing.

And I said to her, Look, here's the problem. This is a co-founder and director of the company. If you really object to working alongside him, I hate to say it, but you probably need to find somewhere else. If you're unhappy, you should find somewhere that makes you happy. And we can support you as long as that takes. We can help you find the right thing.

And I said to her, Look, here's the problem. This is a co-founder and director of the company. If you really object to working alongside him, I hate to say it, but you probably need to find somewhere else. If you're unhappy, you should find somewhere that makes you happy. And we can support you as long as that takes. We can help you find the right thing.

But if you're unhappy here because you cannot work alongside this guy... Unfortunately, he owns the company and he's a director of the company, right? Like he's not going to go. You need to find something that is your next move. So I just said this, 18,000 pounds. So I settled that for 18 grand because it was constructive dismissal.

But if you're unhappy here because you cannot work alongside this guy... Unfortunately, he owns the company and he's a director of the company, right? Like he's not going to go. You need to find something that is your next move. So I just said this, 18,000 pounds. So I settled that for 18 grand because it was constructive dismissal.

But if you're unhappy here because you cannot work alongside this guy... Unfortunately, he owns the company and he's a director of the company, right? Like he's not going to go. You need to find something that is your next move. So I just said this, 18,000 pounds. So I settled that for 18 grand because it was constructive dismissal.

Yeah, so I get to the point of having an ops person. And a good ops person, that's just what they do. No emotion. They've just done it. Let's say they used to run a Starbucks or a pub or a McDonald's or they used to run a travel agency or something. They've done this a hundred times or dozens of times before. That's why you hired them because they know how to run the business.

Yeah, so I get to the point of having an ops person. And a good ops person, that's just what they do. No emotion. They've just done it. Let's say they used to run a Starbucks or a pub or a McDonald's or they used to run a travel agency or something. They've done this a hundred times or dozens of times before. That's why you hired them because they know how to run the business.

Yeah, so I get to the point of having an ops person. And a good ops person, that's just what they do. No emotion. They've just done it. Let's say they used to run a Starbucks or a pub or a McDonald's or they used to run a travel agency or something. They've done this a hundred times or dozens of times before. That's why you hired them because they know how to run the business.

So typically they come to you And they say, hey, look, so-and-so is not performing. You know they're not performing. Why are you keeping them around? Because they were there at the beginning. And you kind of like have to have this kind of, oh, I'm sorry. And like, look, unfortunately, this is like we need to get someone in that role who can perform because they're not, they're dropping balls.

So typically they come to you And they say, hey, look, so-and-so is not performing. You know they're not performing. Why are you keeping them around? Because they were there at the beginning. And you kind of like have to have this kind of, oh, I'm sorry. And like, look, unfortunately, this is like we need to get someone in that role who can perform because they're not, they're dropping balls.

So typically they come to you And they say, hey, look, so-and-so is not performing. You know they're not performing. Why are you keeping them around? Because they were there at the beginning. And you kind of like have to have this kind of, oh, I'm sorry. And like, look, unfortunately, this is like we need to get someone in that role who can perform because they're not, they're dropping balls.

Okay, well, what do you want to do? Like, I want to performance manage them out. I want them out. I want to get someone proper in. Okay, fair enough. And then they go and do it.