Reader W., a naturopath, is facing a staff ultimatum: “I need a raise or I quit.”
What’s the best thing to do?
a) Give In
b) Do nothing/ Call the Bluff
c) Negotiate
d) Accept The Resignation
This situation is more common than you think. Keep an eye out for it in your practice, as it often comes in more polite form – something like, “I can’t seem to make ends meet with my current paycheck. I’m so sorry, but I’m going to have to leave unless I get X.”
Here’s your answer: any time a staff member uses “quitting” as leverage to attain something, the only viable option is to accept the resignation.
No matter how polite, this is a form of bullying on the part of the staff member. They may truly need the cash, and they may not be playing hardball consciously, but the long-term impact on your practice will still be negative. Here’s why:
They’ll Do it Again
Once they see that the tactic works, your staff will use it again for something else in the future. It’s simply the way our brains are wired – positive reinforcement is a powerful tool.
They’ve Already Decided They’re Willing to Leave
In most cases, the person has already accepted the idea of leaving. Even more likely, they’re probably looking for another job right now. They’ve got one foot out the door.
They’re Likely Uninspired at Work
If they really loved their job, they’d find another way to ask for a raise, one that doesn’t come packaged with the or else clause. This is why ignoring the situation or calling the bluff may not work – the original ultimatum is an indicator of a larger problem. As soon as they play the “I’ll quit” card, they’ve shown their hand – if they haven’t got one foot out the door looking for more work, they’ve certainly got half their mind somewhere else.
They’re Setting an Example
If you’ve got a staff of more than one, giving in to this type of negotiation tactic sets a precedent in your practice that may lead to more difficulties down the road.
Although letting someone go is possibly the hardest part of being an employer, it’s also one of the highest impact decisions you can make in your practice. It may seem rash to simply accept their resignation, but in the long run, you’re always better off with the right person in the job. It may help to think of it as helping the other person find what they really need – giving in and keeping them on staff isn’t likely to make them happy.
Or else scenarios are harbingers of future problems with staff. The double gift of the ultimatum is that it let’s you know things aren’t going to work out, and it offers you the easy way to let the person go: they’ve offered the resignation; you just have to accept it.
