Another thing to remember is that a lot of time and effort goes into training and hiring on both the employee and employer side of things. However, if someone truly isn't working out, it's often a relief to both parties if the employee sees this, brings it to their supervisor, and puts a plan together before waiting for what might become an inevitable quitting or firing. The important thing is not to fear the quitting or firing, but discussing openly what's really going, on and trusting that you can work it out.

Me: "Hey John. I'm really struggling out here, and to be honest I'm not sure I'm very good at being a Team Lead. It seems to me that, while I could learn to be a pretty decent manager, I've certainly discovered that I don't have a passion for it, and I think it's affecting my work."

John: "I agree."

Me: "I also think that I have talents that could be better used elsewhere in the company. In fact, I'd really like to try to move into a position in [some other department]."

John: "Well, Jeff. I really appreciate you coming to me. I see you're not doing so well, and yet in terms of time in the position, you're one of the most senior Team Leads we have right now. I agree that you've got definite skills, but here's the thing: I can't move you out of your position without you really giving me something. What you're asking for is basically a promotion. I can't move you into a new role until I see you get your team into shape. Look at your team's performance numbers. This is garbage, and I think we both know that."

Me: "Yeah, it's not good. What's it going to take to get this fixed?"

John: "I'll tell you what. You get [performance numbers 'x' and 'y'] to [this metric], and we'll talk seriously about this."

Given that we both agreed upon the problem, and the goal was clearly stated, it was up to me to get myself out of the problem. My fear was assuaged when I realized that rarely (unless a company is downsizing) does an employer just flat want to get rid of someone. By opening a conversation, you can really help yourself out of things.

I eventually left that company a year or so later, after I realized that the culture fit just wasn't there. However, I left on great terms, knowing exactly what it was I wanted in my next role, in a good relationship with my former employer. It was largely because I just had the tough talk and get stuff out in the open where there were problems.

Another thing to remember is that a lot of time and effort goes into training and hiring on both the employee and employer side of things. However, if someone truly isn't working out, it's often a relief to both parties if the employee sees this, brings it to their supervisor, and puts a plan together before waiting for what might become an inevitable quitting or firing. The important thing is not to fear the quitting or firing, but discussing openly what's really going on, and trusting that you can work it out.

Me: "Hey John. I'm really struggling out here, and to be honest I'm not sure I'm very good at being a Team Lead. It seems to me that, while I could learn to be a pretty decent manager, I've certainly discovered that I don't have a passion for it, and I think it's affecting my work."

John: "I agree."

Me: "I also think that I have talents that could be better used elsewhere in the company. In fact, I'd really like to try to move into a position in [some other department]."

John: "Well, Jeff. I really appreciate you coming to me. I see you're not doing so well, and yet in terms of time in the position, you're one of the most senior Team Leads we have right now. I agree that you've got definite skills, but here's the thing: I can't move you out of your position (even if we both thing you'd be better there) without you really giving me something. What you're asking for is basically a promotion. I can't move you into a new role until I see you get your team into shape. Look at your team's performance numbers. This is garbage, and I think we both know that."

Me: "Yeah, it's not good. What's it going to take to get this fixed?"

John: "I'll tell you what. You get [performance numbers 'x' and 'y'] to [this metric], and we'll talk seriously about this."

Given that we both agreed upon the problem, and the goal was clearly stated, it was up to me to get myself out of the problem. My fear was assuaged when I realized that rarely (unless a company is downsizing) does an employer just flat want to get rid of someone. By opening a conversation, you can really help yourself out of things. This simple conversation, however, led me to getting out of that position and into a better one in less than 8 weeks.

I eventually left that company a year or so later, after I realized that the culture fit just wasn't there. However, I left on great terms, knowing exactly what it was I wanted in my next role, and in a good relationship with my former employer with a recommendation to boot. The good parting happened largely because I was honest with myself, and I brought my boss into a place where we could just talk it out.

Me: "Hey John. I'm really struggling out here, and to be honest I'm not sure I'm very good at being a Team Lead. It seems to me that, while I could learn to be a pretty decent manager, I've certainly discovered that I don't have a passion for it, and I think it's affecting my work."

John: "I agree."

Me: "I also think that I have talents that could be better used elsewhere in the company. In fact, I'd really like to try to move into a position in [some other department]."

John: "Well, Jeff. I really appreciate you coming to me. I see you're not doing so well, and yet in terms of time in the position, you're one of the most senior Team Leads we have right now. I agree that you've got definite skills, but here's the thing: I can't move you out of your position without you really giving me something. What you're asking for is basically a promotion. I can't move you into a new role until I see you get your team into shape. Look at your team's performance numbers. This is garbage, and I think we both know that."

Me: "Yeah, it's not good. What's it going to take to get this fixed."

John: "I'll tell you what. You get [performance numbers 'x' and 'y'] to [this metric], and we'll talk seriously about this."

Me: "Hey John. I'm really struggling out here, and to be honest I'm not sure I'm very good at being a Team Lead. It seems to me that, while I could learn to be a pretty decent manager, I've certainly discovered that I don't have a passion for it, and I think it's affecting my work."

John: "I agree."

Me: "I also think that I have talents that could be better used elsewhere in the company. In fact, I'd really like to try to move into a position in [some other department]."

John: "Well, Jeff. I really appreciate you coming to me. I see you're not doing so well, and yet in terms of time in the position, you're one of the most senior Team Leads we have right now. I agree that you've got definite skills, but here's the thing: I can't move you out of your position without you really giving me something. What you're asking for is basically a promotion. I can't move you into a new role until I see you get your team into shape. Look at your team's performance numbers. This is garbage, and I think we both know that."

Me: "Yeah, it's not good. What's it going to take to get this fixed?"

John: "I'll tell you what. You get [performance numbers 'x' and 'y'] to [this metric], and we'll talk seriously about this."