Skill Gaps vs. Values Gaps: Mark O’Donnell’s Framework for Tough Firing Decisions

In a recent LinkedIn post, Mark O’Donnell offers a critical framework for leaders grappling with the difficult decision of whether to terminate an employee. O’Donnell emphasizes a crucial distinction between performance issues stemming from a lack of learned skills and those arising from fundamental character or values misalignment.

Distinguishing Learnable Skills from Unchangeable Traits

O’Donnell challenges the immediate impulse to fire when performance falters. He posits that what often appears as a performance problem is, in many cases, simply a gap in training or development. The core of his advice revolves around two key questions leaders should ask before making a termination decision: “can they be coached, and do they live your core values?” According to O’Donnell, “Everything else is useless information.” This perspective shifts the focus from immediate judgment to a more diagnostic and coaching-oriented approach.

Before you fire someone, ask yourself one thing: Is this who they are, or just what they haven’t learned yet?

This central question, O’Donnell argues, is the lynchpin in determining the appropriate course of action. He suggests that most situations perceived as performance deficits can be addressed through targeted training and coaching, rather than immediate dismissal.

Scenario-Based Guidance for Leaders

The business leader then breaks down common workplace scenarios, offering specific advice on when to train and when to let an employee go. For issues like consistent lateness, O’Donnell advises training, stating, “Most people don’t realize being on time is a skill. Teach it before you judge it.” Similarly, he suggests investing in employees who consistently miss deadlines but always come with solutions, framing them as individuals “worth investing in.” Even employees who ignore established processes but achieve high performance warrant coaching, as O’Donnell notes, “There’s a good chance their way is better than yours, and your process needs the update.” He also touches upon underperforming employees, suggesting training while also prompting leaders to consider if they are holding individuals accountable.

Train them: Always late to the office. ↳ Most people don’t realize being on time is a skill. Teach it before you judge it.

However, O’Donnell draws a firm line when it comes to employees whose behavior stems from deeper issues. He identifies individuals who “tank team morale every single day” as those who should be let go, cautioning that while some are coachable, “Most aren’t.” He likens such individuals to a “cancer that spreads through the whole organization” if left unaddressed.

Addressing Persistent Disagreement

A particularly nuanced scenario O’Donnell addresses is the employee who repeatedly disagrees publicly. He acknowledges the complexity, as these individuals can sometimes be correct. His recommended approach begins with coaching on “how things are done here.” Yet, he asserts that if the behavior persists, it often indicates a “values problem,” which necessitates termination.

The pattern underneath all of it: Skill gaps are trainable. Values gaps are not.

This core principle, O’Donnell emphasizes, is the ultimate differentiator. “If someone shares your core values and just needs to get better, you train them,” he writes. Conversely, when the issue is “who they are rather than what they know, no amount of coaching fixes that.” He concludes by warning that delaying such decisions “costs the good people around them,” highlighting the detrimental impact on the broader team.

O’Donnell concludes his post by asking leaders about the main signs they look for that suggest an employee is coachable, further engaging his audience in this critical leadership discussion.