There’s a point in many growing businesses where a leader starts asking themselves a difficult question.
"Is this person actually right for the role?"
It's tempting to think there are only two options.
Keep putting up with it.
Or replace them.
But in a coaching session this week, we explored a third option that I think many leaders overlook.
The business had recently grown through acquisition.
One of the inherited managers wasn't quite operating at the level the new leadership team expected.
They were told by the outgoing owner:
“They’re brilliant. Clients like them. The team likes them.”
But internally, deadlines were slipping, accountability wasn't where it needed to be, and senior leaders were spending far more time supporting them than anyone had anticipated.
The immediate question became:
"Do we replace them?"
But after digging deeper, it became clear that wasn't actually the right question.
The better question was this:
Is this the wrong person... or the right person who hasn't yet been given absolute clarity about what success looks like?
Those are very different conversations.
Too often, leaders assume people know what's expected.
They don't.
Or they assume someone lacks capability, when what they actually lack is confidence, structure or support.
I see this pattern regularly.
Someone is struggling.
The owner quietly absorbs the extra work.
Standards begin to drift.
Frustration builds.
Months pass.
Eventually the relationship reaches breaking point.
Not because anyone intended it to.
Because nobody reset the expectations.
One phrase came out of the coaching session that really stuck with me.
"Give people a fair crack of the whip."
In other words:
- Be crystal clear about what good looks like.
- Agree the outcomes.
- Provide the support.
- Meet every week.
- Track progress.
- Remove ambiguity.
Then let them step up.
And if they don't...
Everyone knows why.
There are no surprises.
No resentment.
No feeling that somebody was never given the chance.
This isn't about avoiding difficult conversations.
It's about making sure they're fair.
Because leadership isn't just holding people accountable.
It's creating the conditions where accountability is actually possible.
That means:
- Clear expectations.
- Clear measures of success.
- A defined timeframe.
- Regular coaching and feedback.
Only then can you honestly assess whether someone is the right fit.
So before asking:
"Should I replace this person?"
Ask yourself something different.
Have I genuinely given them every opportunity to succeed?
Have I explained exactly what good looks like?
Have I supported them?
Have I measured progress?
Or have I simply hoped things would improve on their own?
Strong leadership isn't about making hard decisions quickly.
It's about making them fairly.
Sometimes people surprise you.
Sometimes they step up in ways you never expected.
And sometimes they don't.
But either way, you've led with clarity, integrity and respect.
And that's a much stronger place to make your next decision from.
This is a conversation I find myself having more and more with founders as their businesses grow.
Not because they want to avoid difficult decisions, but because they want to make the right ones.
If you're working through something similar in your own business, I'd be interested to hear how you're approaching it. Hit reply, or click below for a Free Growth Strategy Session:
PS: If this is a challenge you're navigating, one book I'd highly recommend is 'The Effective Manager' by Mark Horstman. It's packed with practical advice on setting clear expectations, running effective one-to-ones, and building accountability in a way that's fair and consistent. Well worth a read if you're looking to develop stronger managers and leaders.
