Why ‘Being Hard to Work With’ is a Bigger Firing Offense Than Poor Performance, According to Emil…

In a recent LinkedIn post, Emily Lyons delves into the often-overlooked reasons why employees are terminated, arguing that interpersonal skills and positive energy are frequently more critical for long-term retention than technical proficiency alone. Lyons, drawing on 17 years of hiring and firing experience across two companies, highlights a consistent pattern she has observed.

She states:

“Most people don’t get fired for being bad at their job. They get fired for being hard to work with.”

Lyons elaborates on this, explaining that while an individual’s skills might secure them a position, it is their attitude and how they interact with colleagues that determine whether they are kept on. She contrasts two hypothetical employees: one who misses a deadline but communicates proactively, and another who excels at tasks but exhibits negative behaviors like eye-rolling and gossip. According to Lyons, the former is more likely to be retained.

The Crucial Role of Energy and Attitude

Lyons emphasizes that an employee’s ‘energy’ is a key factor in their longevity within an organization. She identifies several consistent behaviors among individuals who experience rapid career growth:

• Proactive problem identification and communication.
• Making positive contributions to the team’s overall effectiveness.
• Receiving feedback constructively without taking it personally.
• Actively protecting and upholding company culture.

As Lyons points out:

“Your skill gets you hired. Your energy gets you kept.”

This distinction suggests that while talent is a prerequisite for employment, it is the ability to integrate positively into a team and contribute to a healthy work environment that fosters sustained career success. Lyons argues that even the most talented individuals can be the first to be let go if their demeanor or interpersonal approach creates friction or damages team cohesion.

Talent Without Respect is a Liability

Further developing her argument, Lyons asserts that talent alone is insufficient if not paired with respect for colleagues and the organizational culture. She writes:

“You can be the most talented person in the room and still be the first one let go. Because talent without respect is a liability.”

This perspective positions interpersonal dynamics and cultural fit as fundamental to an employee’s value, potentially outweighing raw technical ability. For business owners, Lyons offers a stark warning about the financial and operational costs associated with retaining problematic employees.

The Business Case for Addressing Difficult Personalities

Lyons directly addresses business owners, urging them to consider the broader impact of employees who negatively affect team morale and productivity. She contends that the cost of keeping such individuals, often referred to as ‘toxic employees,’ is invariably higher than the expense of finding and onboarding replacements.

According to Lyons:

“And if you’re a business owner reading this, if they’re poisoning your team, the cost of keeping them is always higher than the cost of replacing them. Always.”

This conclusion underscores the importance of prioritizing a positive and collaborative work environment, suggesting that effective leadership involves making tough decisions to protect the team and the overall health of the business, even when it means parting ways with technically skilled but interpersonally challenging staff.