In the world of business leadership, being labeled a "control freak" can be a badge worn with reluctant honor. It often comes from a place of deep commitment to quality and results. However, this need for control can mask a deeper issue—lack of trust. As a business coach, I've worked with many leaders who struggle not with a desire to control but with the challenge of trusting their teams. This distinction between control and trust is critical for any leader aiming to scale their business and enhance team performance.

Throughout my illustrious career (and by "illustrious," I mean filled with the same coffee spills and humbling mistakes as everyone else), I've yet to meet a soul who thinks they've acted too hastily in letting someone go. It seems we're all enrolled in what I've affectionately dubbed "The 5 Stages of Firing" - a journey with more twists than short cut in St Lucia.