033: Necessary Endings

Last week, we talked about how “A” players want to be around other “A” players.

This week, I want to go one layer deeper and talk about why removing low-performing players isn’t just helpful, it’s necessary.

There’s a book I come back to often called Necessary Endings by Dr. Henry Cloud. It completely re-framed the way I think about leadership, teams, and letting people go.

The big idea is simple: Not everything is meant to last forever.

In nature, healthy things grow because dead or diseased parts are pruned. If they aren’t, they don’t just stay neutral, they drain resources from the rest of the system.

Teams work the same way.

One of the most helpful concepts from the book is this: Not all endings are failures. Some endings are required for growth.

Dr. Cloud talks about three types of people or roles:

• Wise - people who learn, adapt, and respond to feedback

• Foolish - people who repeat the same behaviors despite feedback

• Evil - people who actively damage the culture (rarer, but very real)

Most leaders spend way too much time trying to “fix” the foolish category.

We coach them. We move them. We make exceptions. We lower expectations.

And while we’re doing that, something else is happening.Our wise players are watching.

They’re watching standards slide. They’re watching accountability get blurry. They’re watching effort and attitude go unaddressed.

And slowly, they start to check out.

This is why necessary endings matter so much.

It’s not about being harsh.It’s not about being impatient. And it’s definitely not about perfection.

It’s about recognizing when someone has been given clarity, support, and opportunity, and still isn’t willing or able to meet the standard.

At that point, keeping them isn’t kind. It’s not fair to them. And it’s definitely not fair to your "A" players.

One more important note here: sometimes the issue isn’t that someone is a “bad” employee, it’s that your organization simply doesn’t have a role where they can thrive.

For example, small businesses require people to wear many hats. Some individuals may be talented, but not suited for the flexibility, pressure, or pace that kind of environment demands.

A necessary ending can sometimes be less about performance and more about fit.

One of the most important leadership shifts is this: Your job isn’t to carry everyone forever. Your job is to protect the health of the whole team.

So here’s the question I want you to think about this week: Is there someone on your team who has clearly shown you who they are, and you’re hoping they’ll become someone else?

Because growth requires endings. And strong teams require leaders who are willing to make them.

In your corner, - Casey 🎯Real Talk - If you’re reading this and someone popped into your head immediately… that’s probably not a coincidence. 😏

Most leaders aren’t stuck because they don’t know what to do. They’re stuck because they care.

But here’s the truth: Avoiding the ending doesn’t protect anyone. It just turns one hard conversation into six.

That’s how “one more chance” turns into a subscription you never meant to sign up for.