Last week’s newsletter delved into the difficult question of when it’s time to fire someone on your team. And while it’s important to understand the ‘when’, understanding the ‘how’ is a must, because the way you go about it can completely dictate the terms you end on and the way your remaining team members feel after the fact.
With those who are let go still serving as brand ambassadors for your organization, it’s crucial to try and leave on respectful terms to avoid animosity and tension. And at the same time, the way things are left with that team member will directly affect the sentiment, experiences, and turnover of those who remain on your team.
So here are some tips to navigating the process of letting an employee go:
Be transparent
As noted last week, it’s important to lead with transparency in performance-related meetings and, when relevant, throughout the actual process of firing a team member to ensure nothing comes as a shock or suggests unfair treatment. From the first conversation about how their future at the company is in question to later conversations about the actual firing process, as best you can, try to be open and straightforward. In the initial talks, explain exactly what your concerns are and where you would need to see fast improvement, and at the later stages, walk them through how the process is going to look, and give them the space to ask questions or get clarification to make sure they have the clarity they need.
It’s important to note, however, that there may be certain cases in which something happens, and you can’t give the employee the same kind of transparent heads up that they are going to be let go. In those instances, the process will inherently look different. That said, unless it’s those more extreme circumstances, the general rule of thumb is that no one should really be surprised by a termination for performance if the management process had been working as it should.
Lead with empathy
Recognize that this process can be really difficult for the team member being let go. Even if they saw it coming, the experience can still feel extremely painful and disappointing, especially as the more technical contractual steps come into play. So, as best you can, lead with empathy and understanding. Just like in any breakup, it’s natural for this person to feel anger and resentment, so try not to take it personally or respond defensively. As the HR and legal teams get looped in, your role should be serving as more of a sounding board than anything else. Make space for your team members to express their feelings and frustrations with you, emphasizing that you hear them and still care about them.
Choose your words carefully
For legal reasons, when you let someone go, you have to be careful about how you speak about it with the rest of the team. Your remaining employees may become concerned about their own job security or feel a sense of distrust, so do your best to address potential questions from the get-go and offer assurance when possible, even when you have to be weary of disclosing confidential information. Additionally, for the sake of their reputation, some team members who are fired may prefer you use language that suggests it was a mutual decision. If you get the approval to do so, respect their request and try to frame it as such with the rest of the team.
Similarly, be sure to speak kindly about the person, regardless of how your team members felt about them, to ensure professionalism. Especially when more beloved employees are let go, it’s helpful to acknowledge the value they brought to the team and express that while this was the right decision for the business, this person will certainly be missed.
Consider team priorities
When someone leaves your team, it’s often expected that your remaining employees pick up the slack, especially if you don’t plan to hire a replacement any time soon, which can be very stressful for those who already have a lot on their plates. That’s why these changes present an important opportunity to reflect on your team’s workload and priorities. As you prepare for the employee’s departure, take some time to dig into how much capacity everyone on your team has, and evaluate each individual’s responsibilities to determine what should be prioritized and what can be temporarily put aside. Not every project actually needs to be picked up, so choose carefully and try to distribute the work according to individual capacity and skill set.
Additionally, remember to openly communicate this approach to your team. This helps them feel confident that you’re consciously trying to ensure they don’t get swamped with tedious work. And if you’re planning to hire a replacement in the coming months, be transparent with them about the expected timeline and about which projects will be handed over to that later joiner.
Check in
Changes like these can be difficult, so after announcing an employee’s departure, schedule some one-on-one time with each of your remaining team members to check in. Everyone likely has their own way of processing, so it’s important to create space for your team members to share what they’re feeling and voice any concerns or questions.
For those who seem to be having a tougher time, try to put a chat in the calendar that’s a few weeks away to follow up. By then, the initial surprise will have likely worn off and they’ll hopefully be feeling more adjusted to the new dynamic and workloads, so it’s a good time to check in, find out if their initial concerns have been resolved, and determine if any new issues have arisen that need to be addressed. In general, make it clear that you’re thinking about your team members throughout this transition to send the right message.
