Freeing Up Their Future: The Termination Conversation Part II, (Wendy Samson and Curt Swenson, 2016)
When it is time to let someone go, don’t you wish that there was a manual with directions? Having a “Step 1, Step 2, Step 3” method of releasing someone from employment would make things so much easier, right? The truth is that when it comes to human interaction, there are no simple directions, nor are there any perfect methods. However, FutureSYNC International knows that there are some guidelines as well as behaviors and thought patterns that can help make this particularly difficult transaction less stressful on both sides of the termination conversation.
ZERO TOLERANCE – We wrote about due diligence on Wednesday’s post and though this is a vital factor in assuring a smooth termination conversation, there are zero tolerance behaviors that don’t require an extensive track record of warnings and reprimands. These zero tolerance behaviors usually fall into the category of illegal and unsafe behaviors and can be dealt with quite swiftly. So do so. Businesses that hang on to people who are not even adhering to foundational business practices, will not attract good employees nor stay in business for long.
HANDBOOK – Without an employee handbook that establishes your disciplinary procedures, you have opened yourself up to greater liability and likelihood of being sued. There are many excellent and free resources for handbook templates – and writing one offers your organization the opportunity to really learn what due diligence means as an employer.
FEARLESSNESS – Do not operate your business in fear of lawsuits! Operate your business in good faith, using reasonable practices that can not be denied. Disgruntled employees may indeed threaten to sue you, but will walk away in the end, if they realize the strength and integrity of your practices.
AUTHORITY – Be kind AND confident. Acting on behalf of your organization is the right and honorable thing to do. So proceed knowing that you have the authority to make the termination decision and are doing it for the benefit of the whole organization.
MEETING OF THE MINDS – Acknowledge that employees who have become disengaged, know this. Likewise, employees that are a poor fit or don’t have the job skills, know this. Sometimes starting the session with, “so be honest with me, has this job ever felt like a fit to you?” can turn the conversation into one of practicality rather than one that is adversarial. The employee will either agree with you and enter into a meaningful conversation about finding a good fit for themselves elsewhere, OR they will be in denial and you will know the issues you will be dealing with for the remainder of the exchange.
BE SMART – Don’t do this conversation alone. Having just one other person in the room can de-escalate a tense situation effectively , even if the third party doesn’t say a word AND can be instrumental in avoiding any “my word against theirs” scenarios.
NO MIXED MESSAGES – Termination is not negotiation and there is only going to be one outcome, so do not send mixed messages. Be kind and gracious, but do not leave the room with the employee believing that there is a chance for continued employment – or for unreasonable severance demands. You can be appreciative of their time but avoid compliments here.
AVOID RABBIT TRAILS – Don’t let the conversation go off on rabbit trails. If an employee tries to combat your termination decision with questions like, “Why am I the only one to be in trouble?” or “I am not signing any of these forms because I don’t agree with them.” or “You don’t have the authority to do this!” Stay on track. Don’t move off your path of dismissal. Your answers should be short and dedicated to the task at hand. Be unoffendable in this moment!
For practical presentations and robust discussion regarding the Termination Conversation, contact FutureSYNC International consultants at (406) 254-2326.