Firing Someone Powerful

It takes courage to take on a system and powerful personalities that are at the core of corrupted practices and wrongful decision making in a government agency. In some cases, it takes more than courage as it puts you in direct conflict with partisan or even bi-partisan political systems often beyond your own control and may leave you at the mercy of powerful forces that manage to have an internal interest in the decision to whether or not to fire someone powerful.

The risks are great both professionally and personally. You must be aware of all the specifics that include the fact you must trust everyone involved to be at their highest level of ethical conduct while dealing with truthful and open communication styles which may give you the confidence you need to achieve your goal if you make a strong separation statement that is based on objective facts. It must also include the reality that you are in control of your own actions you can live with and not have to worry about being sued or settle for less than your expected consequences.

At stake are detailing the facts so that it is clear this person has not done his or her job according to their lawful positions or moral obligations to the public and public entities it serves. It must take a well prepared and deliberate confidential process to gather the evidence or proof to establish the reasons for such a extreme decision to ask for someone's resignation or termination as the toughest part of this challenge is overcoming political power to fall short and rescind your actions and allow the individual to survive this challenge to take the job away.

It is never pretty when someone gets fired or submits a resignation under pressure. The main reason for doing such an act is to seek improved conditions and remove the barriers of growth or success that have hampered designed successful accomplishments of the mission statement and public expectation that those in office or power behave accordingly to rule of law and do not waste government resources in their mannerism to run a large agency or government entity according to the statutory laws in place and public servant’s rules of expectations. Removing such barriers enables the restoration of liability issues and prudence with it comes to future litigation efforts when plausible deniability is claimed by a party involved. 

Whoever undergoes such a difficult endeavor must first hold the individual responsible for all shortcomings and failures identified by the outline of the complaint and secondly, they must engage in behavior that allows a stronger influence to step in and support the firing of this individual for the good of many and the public in general.

It must be made clear that this termination, resignation or removal would resolve many problems and restore the agency's reputation, credibility, strategies and leadership to the benefit of all stakeholders involved and that this decision outweighs any other decision that can be made. Regardless who it is, you must ensure the firing of a chief executive officer or an agency leader is well-managed, dignified and confidential process limited the actual hearings to those with vested interest to approve such an action.