There are decisions in leadership that keep you up at night. For many, the toughest is deciding when it’s time to let someone go.
Paula Shella Aquino, Certified Management Accountant, has faced this challenge. It wasn’t just about numbers or performance metrics—it was about people, relationships, and the culture she worked hard to build.
“It’s never an easy choice, especially when you understand the personal impact it may have,” Aquino tells Financial Adviser PH. “But as a leader, I have a responsibility to protect the integrity of the team and uphold performance standards.”
For her, making that decision came down to three things: empathy, fairness, and professionalism.
The moment every leader dreads
Aquino recalls that the decision to let go of underperforming team members didn’t come suddenly. She had already provided multiple opportunities for coaching and support.
“I make sure every person gets the chance to improve,” she says. “I regularly mentor and monitor my team, offer resources, and adjust workloads when necessary.”
But when performance still failed to meet the standard—and began to affect the rest of the team—she knew she had to act.
Why avoiding the decision can be worse
Leaders sometimes delay tough calls, hoping things will improve. Aquino warns that this can do more harm than good.
“When you keep someone who consistently underperforms, it can hurt morale and create resentment among the rest of the team,” she explains.
For her, protecting the overall health and productivity of the team was the priority. Letting go was the hardest path, but it was the right one for the long term.
How to make the decision without destroying trust
Aquino believes that the way a leader handles tough exits says more about their values than any success story.
She starts by being completely transparent about expectations and the reasons for the decision. “I address issues promptly and privately, making sure all perspectives are heard before working toward a solution,” she says.
Even when the outcome is termination, she ensures the person leaves with dignity. This approach, she notes, helps preserve trust—not just with the departing employee, but with the rest of the team who are watching closely.
Balancing empathy with accountability
Empathy, Aquino says, doesn’t mean avoiding difficult truths. It means delivering them with respect.
“I maintain balance between company goals and employee well-being by setting realistic, achievable targets,” she says. “I advocate for workloads that are challenging yet sustainable.”
She applies the same principle when dealing with underperformance—acknowledging the effort someone has made, while being honest about where the gap remains.
The impact on the team
Surprisingly, Aquino has found that taking decisive action can strengthen team morale—when it’s done right.
“When leaders show that they’re willing to make tough calls to protect the integrity of the team, it reassures people that performance standards matter,” she explains.
It also reinforces a culture of fairness, where contributions are recognized and effort is valued.
The bigger picture
Aquino’s experience proves that the hardest decisions in leadership aren’t just about ending someone’s role—they’re about safeguarding the trust, culture, and performance of the team.
“It’s about making the choice with empathy, fairness, and professionalism,” she says. “That’s how you preserve team morale and long-term effectiveness.”
In leadership, tough decisions will always come. The difference between losing your team’s trust and keeping it often comes down to how you handle those moments—calmly, respectfully, and with the bigger picture in mind.
