This CEO Once Fired A Star Employee Over An ‘Off Attitude’, Says ‘Past Performance Isn’t An Excuse’
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A California-based founder and CEO let go of a high-performing employee solely because their attitude felt off, despite their strong track record.
The California-based CEO asked his LinkedIn connections whether they would let go of a high performer who had lost their edge or keep them.
A CEO of a California-based startup took to LinkedIn to admit that he once sacked an employee not because they underperformed or lacked skills but their “attitude was off”. Mina Elias, the founder and CEO of Trivium Group, let go of their star employee because they “lost their edge”.
Elias explained that while the employee continued to deliver results and had a strong skillset, their impact had started to shrink. Despite their past success, Elias believed that clinging to someone just because they were once great is a mistake..
“The numbers were there, but the attitude was off. The skills were strong, but the drive was fading. The impact was shrinking, and so was the ROI,” Elias explained, adding, “Keeping someone just because they were great once is bad leadership.”
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He also asked people on LinkedIn if they would ever fire a stellar performer.
The CEO’s post started a heated discussion on social media, with many feeling bad for the stellar performer. Some even thinks that the CEO is a “bully”.
“If that guy had skills, and you fired him, you gave him a chance to get better package for his skills and respect for his work elsewhere, he got nothing to loose, while you have lost a skilled employeee because of your made up rules, that is assuming you really did fire, and not just ramble for karma. Also, if he is losing ‘FIRE’ that he has once before, maybe your business is not something that would inspire the ‘FIRE’. Maybe the problem is your business or workplace which exhausted that ‘FIRE’,” wrote one social media user.
Another added, “Interesting perspective, Mina Elias. I agree that growth requires tough decisions, but I also believe true leadership lies in keeping high performers engaged and challenged, rather than seeing firing as the easiest way out. Before letting someone go, could there be opportunities to rekindle their drive through new challenges, mentorship, or addressing potential burnout? Sometimes, a shift in role or responsibilities can reignite that ‘fire’ and restore their impact. Of course, if the misalignment is irreparable, difficult decisions may be necessary, but I’d advocate for exhausting all avenues to retain and reinvigorate talent. What have you seen success in turning around a fading high performer?”
To this, the CEO replied, “Keeping high performers engaged and challenged is critical. Before taking any drastic steps, it’s always worth exploring ways to reignite that drive, whether through new responsibilities, mentorship, or addressing burnout. I’ve seen success in shifting roles or giving people the opportunity to lead new projects. Sometimes, that fresh challenge brings a whole new level of energy. But at times, the misalignment runs deeper, and a change becomes unavoidable. I’m curious to hear about your experiences with turning things around in those situations!”
“Maybe they needed a higher pay, did you talk with them and ask why they were unsatisfied?” expressed a third.
A fourth posted, “You’re not a leader more of a bully. Leaders help people grow, bullies expect top performance without knowing where it comes from. You’re not ready kid.”