Firing with Dignity: A Manager’s Guide to Compassionate Terminations

Terminating an employee is never easy, impacting both the individual and the manager. Drawing from real-life experiences, this article explores how to handle dismissals with empathy and respect. Two friends, senior managers dismissed via email, highlight the damaging effects of impersonal terminations, leading to anger and legal action. Dismissing someone is akin to a loss—triggering a grief cycle of shock, resistance, acceptance, exploration, and commitment. Can these emotions be navigated through an email? As a manager, firing someone is daunting. The key is to prioritize the employee’s self-esteem and guide them through these emotional stages. While legal and procedural requirements are crucial, remember you’re dealing with a person experiencing significant emotional distress. Research emphasizes legal aspects over emotional support. Consider these suggestions for a more compassionate approach: Before acting, reflect on how you’d feel if you were being fired. Script the conversation’s opening, acknowledging the difficulty and your feelings. In a layoff, express regret at having to terminate their employment. For performance issues, acknowledge the unmet expectations. While scripting the opening is crucial, the rest of the interview requires adaptability. The employee will likely fluctuate between shock and resistance. Provide clear, concise reasons without justification to facilitate progression through the stages. Active listening is vital for acceptance. The handling of a firing significantly impacts remaining employees. They observe the manager’s and organization’s people management skills, wondering if they could be next. By prioritizing dignity and support, managers can minimize the pain of termination and maintain a positive work environment.