Entrepreneurial Leadership

Good managers separate friendship from work—

clearly communicate that this status won’t protect the person if he or she underperforms

Don’t surprise people. Subordinates deserve frequent feedback, and this is especially true when someone is underperforming. No one should be surprised when he’s fired—and if he is, it’s a sign that you’ve failed not in the termination conversation but in your feedback and evaluation processes.

Most firings are not because of a single event; therefore, they should come at the end of several discussions and perhaps after implementing a performance improvement plan (PIP) in which an employee is put on notice (and the problem is clearly documented).

Unless it involves discrimination or harassment, it’s very difficult for a fired employee to successfully sue a former employer—and even if he or she tries, it typically takes years.

If you give people frequent, honest assessments of their performance, behave fairly and humanely, and don’t take them by surprise when you ask them to leave, the odds of a suit are lower than you may fear.

Deliver the message clearly and immediately.

Deliver the message clearly and immediately. A manager who has decided to let someone go should schedule a meeting and deliver the termination message within the first thirty seconds of sitting down: “We’ve decided to make a change, to terminate your position, to replace you.”

Throughout the discussion, play it straight: any attempts at humor, or showing sympathy, or at blaming the decision on someone else merely create risk for offense or misunderstanding

Throughout the discussion, play it straight: any attempts at humor, or showing sympathy, or at blaming the decision on someone else merely create risk for offense or misunderstanding. The sooner you deliver the basic message and shift the discussion to severance, benefits, and the transition plan, the better.

Don’t overexplain the decision.

Don’t overexplain the decision. A termination meeting is a time to communicate a decision—not to debate it, defend it, or negotiate it. It’s natural for people being fired to seek more information, to repeatedly ask variations of the question why. You needn’t offer an elaborate answer; instead, give a simple explanation for the performance issues that led to the decision.

Specifically, your tasks are to (1) deliver the message that they’ve been terminated and (2) talk through the next steps, which include announcing the decision internally and externally, and severance arrangements.

If the person insists on defending himself, your job is to sit back and listen, limiting your reactions or responses. Avoid the temptation to engage or defend yourself. It’s natural for someone receiving this news to be emotional, and sometimes

If the person insists on defending himself, your job is to sit back and listen, limiting your reactions or responses. Avoid the temptation to engage or defend yourself. It’s natural for someone receiving this news to be emotional, and

If the person insists on defending himself, your job is to sit back and listen, limiting your reactions or responses. Avoid the temptation to engage or defend yourself. It’s natural for someone receiving this news to be emotional,

it may be useful to have a follow-up conversation with the person once emotions recede. In those situations, offer to set up a time and place outside the office to meet and talk about the coming job search, potential target companies, people in your network who might help, what you’ll say during a reference check—and perhaps your advice on how he or she might be successful in their next position. But be aware that in many firings, such a follow-up meeting may prove unrealistic. Humans tend to develop negative feelings about people who communicate bad news, and even if you handle a termination with consideration and kindness, your subsequent relationship with this person may be difficult. Be generous. In the long-term, it is cheaper and generally better for the organization—and, of course, for the person leaving—if the company pays a generous severance package. You are buying peace (because someone who accepts a severance package waives the right to litigate), assuaging some of the

even if you handle a termination with consideration and kindness, your subsequent relationship with this person may be difficult.

Be generous. In the long-term, it is cheaper and generally better for the organization—and, of course, for the person leaving—if the company pays a generous severance package.

Be generous. In the long-term, it is cheaper and generally better for the organization—and, of course, for the person leaving—if the company pays a generous severance package. You are buying peace (because someone who accepts a severance package waives the right to litigate), assuaging some of the guilt you may feel, and giving the terminated employee a fair chance to start over.