I Was Fired for “Performance” Without Any Warning
Being fired for performance without prior warning is a uniquely disorienting experience.
This post is the first in a series exploring how being fired for performance can sometimes become a catch all phrase for misalignment, unclear feedback, and conversations that never happen.
There is a particular kind of shock that comes from being told you are underperforming when no one has ever told you that before.
That was my experience.
I was fired for performance expectations.
Deadlines. Decorum. Redlines. Side conversations in meetings.
None of which had ever been formally addressed with me.
There was no written warning.
A performance improvement plan was never introduced.
Documented concerns were never shared with me.
At no point was I told my role was at risk.
Just an exit conversation.
Preparing for a Growth Conversation, Not Being Fired for Performance
What made being fired for performance even more disorienting is that I was preparing for a completely different discussion.
At the six month mark, I was planning to advocate for alignment. My responsibilities had expanded significantly. I was functioning as the sole marketing and communications lead. I was managing proposals, brand execution, social media, collateral, executive coordination, and cross functional communication.
The scope of the role had grown beyond the original description.
So I was preparing to discuss title alignment and compensation.
Not because I believed I was guaranteed anything. Nothing is automatic. But the conversation felt appropriate.
That conversation never happened.
Instead, I was told I was not meeting expectations.
The Timing of Being Fired for Performance
The concerns about “performance” surfaced only after I initiated a discussion about growth.
I asked for a transparent conversation. There was no demand for a promotion. Nor did I assume entitlement.
Shortly after raising that topic, the narrative shifted.
Instead of discussing alignment, I was fired for performance.
I cannot definitively say the two were connected.
But the timing is difficult to ignore.
What Happens When You Are Fired for Performance Without Feedback
If I had been told clearly, “This needs to change,” I would have responded immediately.
Instead, the first time I heard my performance was in question was when my employment ended.
When someone is fired for performance without prior feedback, there is no opportunity to course correct.
Termination should never be the first signal that something is wrong.
This is where the pattern begins.
In the next post, I want to explore what happens when feedback without conversation replaces dialogue entirely.
Resources:
Performance management without clear feedback
Why this link:
This Harvard Business Review piece supports my core argument that feedback systems often fail people when they lack clarity and follow-through.