The Toughest Job in Leadership: Steve Jobs on Letting People Go

Steve Jobs, the iconic co-founder of Apple, was known for his visionary leadership and relentless pursuit of excellence. But behind the scenes, he faced one of the most difficult responsibilities of being a leader: letting people go. Jobs’ reflections on this topic reveal a side of leadership that is rarely glamorous but undeniably crucial.

Steve Jobs, co-founder, Apple

When Tough Decisions Define Leadership

Jobs believed in building teams of extraordinary talent. However, this standard meant that not everyone fit the bill. When employees didn’t meet expectations, Jobs had to make the tough call to let them go. While he always aimed to handle such situations with humanity, the task was never easy. “It’s very painful,” he admitted, acknowledging that firing someone is one of the hardest parts of managing a company.

For Jobs, the stakes were high. Every person in an organization contributes to its culture, output, and vision. Keeping the wrong people, even out of compassion, risks undermining the entire team's effectiveness.

The Human Side of a Hard Decision

Jobs didn’t sugarcoat the difficulty of these decisions. At times, he had to be uncompromising, leaving individuals no choice but to exit. Unsurprisingly, this earned him critics, particularly from those who felt they were treated unfairly. Reflecting on a book that criticized his leadership, Jobs acknowledged that while some fired employees may "hate his guts," such conflicts were a reality of the world he chose to operate in.

His approach serves as a reminder that leadership often demands making decisions that prioritize the organization’s success over personal comfort.

A Lesson in Leadership: Balancing Vision and Humanity

Letting go of underperforming employees doesn’t have to be cold or callous. Jobs tried to approach these moments with a sense of humanity, even if the outcome was unchangeable. Leaders can learn from this by ensuring that tough conversations are handled with transparency, respect, and clarity.

An example of such leadership can be seen in the rise of Netflix. CEO Reed Hastings once described letting go of good employees who didn’t align with the company’s evolving culture. Though difficult, these decisions preserved Netflix's focus on innovation and excellence.

Why It’s Necessary

While these moments are hard, they are essential for sustaining a company’s growth and vision. Jobs emphasized that great companies require a high bar for talent, and allowing complacency or mediocrity can hold the organization back.

Leaders must ask themselves: are they building a team that reflects their vision? If not, the courage to make difficult decisions can set the organization on the path to greatness.

The Takeaway

Jobs’ experiences show that leadership isn’t about popularity—it’s about making decisions that serve the greater good of the team and the company. While letting someone go is painful, it is sometimes necessary to preserve the integrity of a shared vision.

In the end, Jobs’ commitment to excellence often meant enduring criticism and discomfort. But as he proved, the hardest decisions are often the most important ones for long-term success.

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Source: The Steve Jobs 95 Interview unabridged