I have to fire my friend

I have known and have been friends with this person for close to 15 years. We’ve always had a good relationship. Our work lives have crossed paths, but we’ve never worked closely together.

About 2 years ago, this person became the director of an organization, and they asked if I would join the organization’s executive board. I was reluctant because I serve on several boards and did not want to over-extend myself. However, they pleaded with me to join as someone with knowledge and experience and as a personal favor to themselves. In their words, “I really need someone with your know-how that I can trust.”

The first year was rocky as we were both learning the organization, feeling our way through, and making changes. We made it through, and I felt this year held a lot of promise.

Not long after my friend took the reins, a couple employees of the organization tenured their resignations. This was not, in and of itself, unusual with a change in leadership. However, over the course of this year, several other employees have resigned or are in the process of leaving.

Noticing the trend, I began quietly reaching out to former employees and those in the process of leaving to ask, “Why?”

Almost all of their stories are exactly the same. The employees all arrive on time for work while the director comes strolling in an hour to an hour 1/2 late. The director then pressures employees to stay late and work weekends. The director is extremely disorganized and provides no clear direction, mission, or vision for the organization. The director is manipulative and dishonest. The director sows an environment of mistrust amongst employees. The director does not clearly define roles or provide accurate job descriptions. The director makes employees compete for responsibilities. The director accepts no personal responsibility or accountability. The director does not prepare for meetings. The director is late or absent from meetings. The director does not follow through on promises. The director has offended donors. Other organizations we work closely with in the community have lost confidence in the director. The list goes on, and I am hearing the same story repeatedly. Some of the offenses would warrant immediate dismissal in a corporate environment.

I have meetings planned with other members of the executive committee to present the employee testimonies. Together, we will make an action plan. But I know in my heart that, in order for the organization to survive and thrive, we must have a change in leadership. That will mean I have to fire my friend.