5 Things Leaders Should do to Effectively Seperate Employment

Separating someone from their employment is tough. And too little attention is given to how to do it effectively. How a leader handles terminations has a significant impact on culture.

Here are five things managers should do to have the best outcomes possible when letting someone go.

#1 Calm down

Before engaging in a separation conversation, you must calm down. Don’t go into these discussions upset or angry. Though most terminations require some immediacy, take whatever time is necessary to cool off and ensure you are in total control emotionally.

#2 Be clear

A separation conversation is not a time to beat around the bush. People deserve to know why termination is necessary. This does not mean you need to share every detail or wrongdoing, but it does mean the person should leave the meeting understanding exactly why they were let go.

#3 Stay focused

Don’t allow the discussion to turn into something it is not. Though the person may point out the flaws of others (including you), give excuses as to why they performed poorly, or share all the good things they’ve done, you must consistently respond by bringing it back to the reason for the meeting in the first place. This doesn’t mean you should cut someone off or not give them a chance to unload. In fact, you’ll be much better off listening and allowing the person to air their grievances and take credit for their good work, etc. The critical point here is that when you speak, you stay focused and on topic. You don’t argue and you refrain from engaging in subjects outside of the primary reason for the conversation.

#4 Allow time

Rushing this conversation is a mistake. Never try to squeeze it in between pressing timelines such as meetings you must attend. Though most of us want it over quickly, spending the time the person would like to spend with you helps them feel important and heard. Thus, give them your undivided time and attention.

#5 Express gratitude

Though things didn’t turn out as planned, the person has contributed in some way to your team. Don’t be afraid to point this out and don’t ignore or discredit the effort or service they have provided. Acknowledging they’ve made positive contributions doesn’t invalidate your reason for the discharge.

The goal of any separation conversation should be to ensure you treat the person as someone who has value. When you’re calm, clear, focused, not rushed, and grateful during these difficult conversations, it will improve your company’s culture.