Letting go of an underperforming employee is never easy—but what happens when the person is one of your best? For Perdasille Mesina, Certified Management Accountant, one of the toughest moments in her leadership career was parting ways with a high performer who had committed an integrity breach.
“Letting go of a high performer and high potential team member but had committed integrity issues,” Mesina tells Financial Adviser PH.
The decision wasn’t just about filling a gap in the team—it was about protecting the culture, values, and trust she had worked so hard to build.
When performance isn’t the only measure
Mesina believes that leadership isn’t simply about driving results—it’s also about upholding the principles that sustain long-term success.
“High performance loses its meaning if it comes at the cost of integrity,” she says.
For her, the situation was clear: keeping the employee might have delivered short-term gains, but it would have signaled to the rest of the team that ethical breaches could be overlooked if performance was strong enough.
Why integrity is non-negotiable
Mesina views integrity as the foundation for trust inside an organization. Without it, collaboration breaks down, decisions lose credibility, and leaders risk damaging the company’s reputation.
“Sometimes, as leaders, we have to make difficult decisions not because we want to, but because it’s the right thing to do for the organization and for the team,” she explains.
Letting go of a top performer was a heavy choice, but it reinforced the message that ethical standards apply equally to everyone.
The ripple effect on the team
While such decisions are tough, Mesina says they can strengthen team culture in the long run.
When employees see that values are upheld—regardless of rank or contribution—it fosters a sense of fairness. This can boost trust, morale, and loyalty, especially among those who want to work in an environment where ethics are prioritized as much as results.
She also took time to communicate openly with her team, making sure they understood the reasoning without violating confidentiality. “Transparency builds confidence in leadership,” she says.
Balancing empathy with responsibility
Mesina acknowledges that leaders must handle these situations with empathy. People are complex, and mistakes don’t erase their past contributions. But empathy doesn’t mean compromising on standards.
“You can be compassionate and still be firm,” she says. “It’s about treating people with respect, even in difficult moments.”
In this case, she made sure the departure process was handled professionally and respectfully, allowing the individual to maintain dignity while making it clear that integrity breaches have consequences.
Standing by the decision
One of Mesina’s core leadership beliefs is that once a decision is made, leaders must own it fully. Wavering or second-guessing only creates uncertainty.
“When leaders stand by their values, even in the face of tough calls, it shows the team that principles aren’t negotiable,” she explains.
This approach not only upholds ethical standards but also reassures employees that they are working in an environment where trust and fairness are protected.
The bigger picture
Mesina’s experience underscores a truth that every leader eventually faces: the hardest decisions are often the most defining.
While losing a high-performing team member can create short-term disruption, protecting the organization’s integrity builds long-term resilience.
Her takeaway for other leaders is simple: never sacrifice core values for short-term wins. Performance matters, but trust, ethics, and credibility matter more.
“Letting go of a high performer was one of the hardest things I’ve had to do,” she says. “But it was necessary to protect the culture and the standards we stand for.”
In leadership, these moments test not just your decision-making, but your commitment to the values you claim to uphold. For Mesina, choosing integrity over performance wasn’t just a decision—it was a statement about the kind of leader she strives to be.
