![\"Employee-termination\"](\"https:\/\/berkonomics.com\/wp-content\/uploads\/2016\/08\/Employee-termination-300x200.jpg\")
from the past, real or imagined.\u00a0 And it is human nature for the person now free of the company to attempt to explain why the departure \u2013 in the most flattering personal terms possible.<\/p>\nIt happens all the time when you\u2019re a CEO.\u00a0 Somebody important leaves or is let go, and you worry over the impact upon remaining employees and customers.\u00a0 You worry that the person leaving will begin to unload all the pent\u2013up garbage from the past, perhaps damaging the company and causing customer defections and even employee unrest.<\/p>\n
Your worry is real.<\/p>\n
It is human nature for those remaining to blame the departed employee for any sort of sins from the past, real or imagined.\u00a0 And it is human nature for the person now free of the company to attempt to explain why the departure \u2013 in the most flattering personal terms possible.<\/p>\n
But in my experience, many of these ungracious outbursts lead to anger, threats and reprisals \u2013 all unhealthy for both the individual and the company.<\/p>\n
[Email readers, continue here…]<\/em><\/span> \u00a0I was able to mute these on both sides in my past life with two simple efforts of outreach.\u00a0 I\u2019d call in the departing employee, even those with the worst violations \u201cfor cause,\u201d and offer an unemotional exit interview asking for their thoughts about their experience \u2013 no holds barred. Then, I\u2019d remind each that it is more than just possible that someday we\u2019d meet again, perhaps as supplier\u2013customer, customer\u2013supplier, industry resource or friendly competitor. \u00a0Therefore, we should make a genuine pact:\u00a0 neither of us should give in to temptations to disparage the other no matter what the personal psychic gain.\u00a0 Shaking hands after such a promise sealed the deal, even with those you\u2019d rather never see again.\u00a0 And it worked with great effect.\u00a0 Even today, many years later, former employees who departed during my tenure, find me at trade shows and other industry events, telling me that their experience with us was the best they\u2019d ever had with any employer.<\/p>\n The second thing was just as important.\u00a0 With the person leaving (for whatever reason) in tow, I\u2019d show up in that person\u2019s department, call a quick meeting, and make the same statement about non\u2013disparagement to those present, addressing their natural inclination to later blame as part of the short talk.\u00a0 When warranted, a quick celebration including the department employees sealed the deal.<\/p>\n Then there is the formality of codifying this.\u00a0 Every termination should be accompanied by a termination agreement or release before final payment. It should contain terms of separation, reminder of confidentiality, and a non\u2013disparagement clause.\u00a0 It\u2019s a contractual reminder that can be used if needed.\u00a0 Using the techniques above, I don\u2019t recall ever having to do so.\u00a0 May you be as lucky in your efforts.<\/p>\n <\/p>\n","protected":false},"excerpt":{"rendered":" It happens all the time when you\u2019re a CEO.\u00a0 Somebody important leaves or is let go, and you worry over the impact upon remaining employees and customers.\u00a0 You worry that the person leaving will begin to unload all the pent\u2013up … Continue reading