As a small business owner, you put a lot of trust in your employees to keep things running smoothly. But what happens when that trust is broken, especially when your business depends on everyone pulling their weight?
One vape shop owner had to make a tough decision after his newly promoted manager, Peggy, failed to show up for her shift without notice, leaving the store closed for hours and customers frustrated.
When Peggy finally called to explain her absence, her response left the owner questioning her ability to handle the responsibilities of her position.
In response, he offered her an ultimatum: either return to her old role or face termination. But now, Peggy is accusing him of being discriminatory, calling his actions unfair. Was the business owner right to give her this choice, or did he go too far? Keep reading to find out how this situation plays out.
A business owner offers an employee a choice between demotion or termination after a no-show
Business owners often rely on a few people if someone fails to show up without warning, the ripple effects hit everyone.
For the OP, giving the employee a promotion meant trust. When that trust was broken by a no‑call/no‑show, it wasn’t just a minor slip, the store was locked, customers were disappointed, and other staff were inconvenienced.
At the same time, mental health and energy capacity matter. The employee used a phrase that many people use to describe mental exhaustion, “I didn’t have enough spoons in my drawer”, referencing Spoon Theory, a metaphor used by people with chronic illness or mental health struggles to express limited daily energy.
What makes this tricky is that workplaces are increasingly expected to recognise and respect mental‑health issues.
Studies show significant numbers of workers report burnout or mental‑health pressures, and many feel employers should provide better support or understanding.
From a management‑theory perspective, leaders who show empathy and understanding, while still maintaining clear expectations, may foster loyalty, reduce turnover, and promote a healthier workplace culture.
On one hand, the OP is justified in needing reliability. For a small business, an unexplained absence at opening time isn’t a small slip; it impacts customers, revenue, and staff morale.
On the other hand, the employee’s no‑show may reflect real mental‑health strain. If that’s the case, a purely punitive response (demote or fire) risks ignoring the underlying issue.
The more “future‑oriented” approach might have been to ask for a calm conversation.
Discuss what led to the breakdown (stress, burnout, lack of support), evaluate whether the “manager” role still makes sense, and maybe offer options, maybe a lower‑stress role, a different schedule, or mental‑health support, instead of an ultimatum. That better honors both business needs and human complexity.
Ultimately, The OP’s frustration is understandable. Their need for dependability is valid. But before jumping to “demote or fire,” integrating empathy and offering support can protect both the business and the employee’s well‑being.
Check out how the community responded:
These users agree that the OP is justified in addressing the no-call, no-show situation
This group emphasizes that the employee should have contacted the OP if she was unable to work, regardless of mental health issues
These commenters explain the concept of “spoons” in relation to mental health
Was the OP justified in offering Peggy an ultimatum, or should they have been more understanding? How would you handle this situation if you were in the OP’s position?
