Building A Great Team
By Dave Dodson
If you want to build a great team, you’ve got to know how to hire the right people — and fire the ones who don’t work out. Letting employees go can be the least enjoyable part of a manager’s job.
So how do you let someone go with respect and fairness? Dodson offers some tips:
Meet one-on-one. Having another manager or HR person in the room signals distrust and does little to reduce legal exposure.
Respect their privacy. Being asked to leave is often embarrassing, and likely someone’s worst professional experience. Meet in a space other employees won’t be able to observe. Consider leaving the room if the employee needs to collect themselves before continuing the meeting.
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Keep it quick. “Directness is kindness,” Dodson says. The meeting should last no more than 10 minutes. Avoid ambiguous language that might leave the employee thinking their role is changing, not ending.
Look ahead. Focus on the terms of separation, not the whys behind it. Performance feedback may make the person being dismissed feel discouraged or defensive. If they want to know more, schedule a separate meeting after the initial shock wears off.
Be ready for questions. If you don’t have answers about logistics like unused vacation time and insurance, the other person will leave feeling unsettled and anxious. “Preparation is compassion,” Dodson writes.
Bring a transition agreement. Lay out the terms of the separation and give the employee time to review them.
It’s not about your feelings. Avoid awkward lines such as “This is so hard for me” or “I hope we can be friends.” And don’t try to pass off responsibility to your boss, your board, or anyone else. As Dodson explains, “You made the decision; you need to own it.”
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Sebastian Amieva
Investor / M&A Expert / Mentor
Seba