Challenge the 'hire slow' mantra. Hiring is an intuitive guess, so act quickly. Once a person is in the organization, their performance is a known fact, not a guess. This clarity allows for faster decisions—both in removing underperformers and, crucially, in accelerating the promotion of superstars ahead of standard review cycles.

Terminating an employee shouldn't be viewed solely as a negative outcome. Often, a lack of success is due to a mismatch in chemistry, timing, or culture. Parting ways can be a necessary catalyst that enables the individual to find a different environment where their skills allow them to thrive, benefiting both parties in the long run.

Firing decisions should be a function of both incompetence and business constraint. Not all underperformers are equal priorities. Some are like a "trash can on fire in the driveway"—a problem, but not the company's main bottleneck. Focus firing efforts on roles that are the direct constraint to growth.

To de-risk hiring and upskill your team, use a "consult-to-teach" model. An expert or agency is hired for a short-term contract to execute a task for the first 30 days, then spend the next 30 days training your full-time employee to take over.

Teopo Capital prioritizes rigorous post-hire evaluation. They believe the true assessment of a candidate's fit and capability occurs on the job. The greatest risk is not making the wrong hire, but failing to act swiftly when they underperform, making quick termination crucial for risk management.

The marketing landscape evolves too quickly for long-term commitments. Locking into even a 12-month contract can trap you with an underperforming agency while wasting money. Insist on month-to-month agreements to retain flexibility and ensure the partnership remains effective and accountable.

Instead of focusing on long-term commitments, ask a potential agency what happens if you want to end the contract early. A truly confident partner, who believes in the results they can deliver, won't try to trap you with hidden fees or restrictive clauses.

Firing someone feels adversarial until you reframe it as a win-win. The employee wants to be successful and valued; if your team isn't the right place for that, helping them move on is a service to their career, not a disservice. This mindset changes the entire dynamic.

High-performing CEOs don't hesitate on talent decisions. One mentor's advice was to act immediately the first time you consider firing someone, as indecision only prolongs the inevitable and harms value creation. This counteracts the common tendency for CEOs to be overly loyal or fear disruption.