3 Strikes, You're Out - Don't Let Employee Problems Linger
- Leslie Speas
- Sep 12, 2025
- 2 min read
Sound familiar?
Mary Manager and HR Hank are discussing Debbie Deadlinemisser:
Mary Manager: “Every time a project is due, Debbie shows up the day before, asking for more time.”
HR Hank: “And what do you do when she asks?”
Mary Manager: “I give it to her, of course. What choice do I have?”
HR Hank: “Have you talked with her about it?”
Mary Manager: “Not directly. She knows she’s missing deadlines. It’s been going on for a year! I’m tired of it and ready to let her go.”
This kind of situation plays out in countless organizations. Leaders avoid tough conversations until frustration boils over, and suddenly, the only option feels like termination.
You’re not alone if this sounds familiar. In fact, Harvard Business Review found that 46% of managers are rated poorly at holding people accountable.
But here’s the truth: waiting until you’re fed up costs time, energy, and morale. There’s a better way.
The Power of a 3-Strike Rule
Instead of tolerating behavior until you can’t anymore, use a simple 3-strike framework. It’s clear, consistent, and fair to both you and the employee.
Strike One – Address the issue directly. Outline the expectations and give 30 days for improvement. Document the conversation and have the employee sign it.
Strike Two – If there’s no change, have the conversation again. Be crystal clear about what needs to improve. Give another 30 days and document the step.
Strike Three – If the behavior continues, it’s time to part ways. At this point, the employee has had multiple opportunities to improve.
Why It Works
✔️ Fair to the employee – They’re aware of the issue and given time and support to improve.
✔️ Protects the company – Documentation shows you’ve been reasonable and consistent.
✔️ Eases your frustration – You no longer feel “trapped” in endless cycles of poor performance.
A Few Key Tips
You’ve likely already coached or given informal feedback before Strike One—that’s good. This just formalizes it.
If the employee refuses to sign, note it and initial the document. It still stands.
For new hires in a probationary period, be proactive: extend it if needed or let them go if it’s clearly not a fit.
Be sure to follow your company’s process (which may be slightly different) and remember that in cases of gross misconduct or severe issues, skipping steps may be both appropriate and necessary.
Bottom line:
Leaders who address performance issues early save themselves stress and strengthen their teams. Don’t let frustration build for a year like Mary Manager did. A structured process makes accountability easier, fairer, and less overwhelming.