The column "Leadership Whiteboard" provides a short visual leadership coaching moment. It introduces and explains a new sketch in each issue, provides leadership coaching for further development, and shares a leadership quote and recommended book.
Leadership Whiteboard | Toxic, Unfit, or Just Done?
After responding to a question during a pastors and principals conference surrounding valid reasons to terminate an employee, several attendees noted the answer alone made the entire conference worthwhile. So, I thought it worth sharing in this column.
Every leader eventually faces the difficult question: should this person stay on the team? Four categories help sharpen that decision — immorality, toxicity, incompetence, and a subtle fourth: a misaligned heart. You face the hidden costs of keeping the wrong person.
Immorality. Moral failures demand swift, decisive action. If the issue involves ethical breaches or (especially) anything sexual, leaders must assess whether the behavior is redeemable or disqualifying. When minors are involved, the decision is non-negotiable. Organizational integrity and the protection of the vulnerable overrides all other considerations. Immorality usually presents the clearest path to termination.
Toxicity. Toxic behavior erodes culture from the inside. It’s not always visible to everyone, and sometimes only to a few. It may show up as gossip, persistent negativity, or private alliances that undermine leadership. Toxic team members stir unrest, drawing others into their discontent. Left unchecked, toxicity spreads like cancer. Unlike immorality, it often hides behind charm or competence, making it harder to confront until damage has already been done.
Incompetence. Surprisingly, incompetence can be the hardest to recognize. It often grows slowly, camouflaged by loyalty or personality. Sometimes, the organization outpaces the team member’s growth. At other times, the role evolves beyond skillset. Technology changes, responsibilities shift, or interpersonal demands increase. Once-thriving individuals may struggle, and their likability can blur the truth. Leaders must discern whether training can bridge the gap, or if the role now requires more than the employee can give.
Plus one: a misaligned heart. This category is the quiet disruptor. The team member performs well but has lost passion for the mission (or has become misaligned with leadership). Competence remains, but the heart has drifted. These individuals subtly resist direction, second-guess leadership, and perhaps believe they could lead better themselves. If unresolved, misalignment mutates into passive sabotage: withholding effort, secretly hoping others fail, or no longer championing team success. While less overt than toxicity, misalignment is just as dangerous.
These four categories make it clear why wise leaders sometimes make painful decisions. The weight of leadership includes knowing things others don’t or can’t. Team members, church families, or outside observers may never grasp the full context behind a departure. Still, leaders must carry the burden of discernment without the comfort of full explanation. It’s not secrecy; it’s stewardship.
