How to gracefully deal with exits as a leader / Part 2

No leader enters a role hoping to fire people. Yet at some point, every leader faces it. Sometimes because #performance is not improving or because the business changes and budgets shrink. Either way, involuntary exits test not only your leadership skills but also your integrity.

This is part 2 of a two-part series. Check out last week's post for part 1 on voluntary exits.

Performance based exits

✔️Step 1: Understand the legal background

Performance management must sit on a strong legal and ethical foundation. Every country has employment law that leaders must respect and internal policies to follow so the process is consistent and fair.

✔️Step 2: Define performance and communicate expectations

• Is it output and results, behavior and values, or both?

• Make expectations explicit for every role

• Adjust expectations by seniority and say it early

✔️Step 3: Communication is key

• Monitor and discuss progress regularly, not only in formal reviews

• Give timely #feedback, not when it becomes a crisis

• Collect input from peers and stakeholders to keep it objective

✔️Step 4: Provide room for improvement

If improvement is needed, you must give people a real chance to succeed. A well defined improvement plan should not be perceived as punishment.

✔️Step 5: Build your case

By the time you decide the role fit is no longer there, you should have a solid case. You must know you did everything a reasonable leader would do.

Business driven exits

Sometimes excellent people lose their #jobs for reasons unrelated to their performance. Law and policy shape what is possible. The leader shapes how it feels.

What to consider:

• Transparency matters. Share the business reason clearly. Do not hide behind corporate lingo.

• Respect matters even more. Acknowledge their contribution and offer genuine support such as references and introductions.

There is no perfect way to deliver a message like this but there is a respectful way.

How to set up the conversation

There are differences between performance exits and business exits but the same core rules apply.

• Prepare. Know exactly what you will say and what the process requires

• Keep the message short and clear

• Deliver the decision, do not negotiate

• Leave space for emotion and don't try to rush the conversation

• Stay present. The person can feel if you detach

Finally, acknowledge the impact on the #team that stays. Share what you can share and explain the path forward with openness and humility.

Involuntary exits will always be uncomfortable and they should be. You cannot avoid hard decisions but you can execute them in a human way.

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🌟Sparking Leadership #25: a weekly series on human-centered, sustainable hashtag#leadership. Follow for real talk and practical tools. In the meantime, lead with spark!