Firing a staff member is never easy.
In fact, it can get downright messy.
I’m not saying that to intimidate you but to encourage you to be prepared so you can handle the situation like a pro.
And yes, if you stay in the gym game long enough, you will have to fire a staff member. It’s inevitable.
Say This
Here’s a sample script for you from Amber Cooper, Two-Brain’s chief operations officer:
“[NAME], I’ve made the decision to end your employment effective [DATE]. This decision is not for cause [OR INSERT REASON HERE], and I’ve prepared a letter for you in this envelope with all the details you need. Your last day will be [DATE OR TODAY].
“Take the letter with you, review it and reach out to me directly if you have questions. [NAME], I want to thank you for your contributions in the time you have worked with us and wish you the best of luck. [STAFF NAME] is going to go with you to help collect your things.”
And here’s why she recommends that approach:
1. Plan and Be Prepared
Know what you’re going to say and practice it to avoid stumbling or getting off track.
Have a letter ready to give them, planned with legal counsel. Prepare a checklist of items to collect from them, like keys, computers and tools (I’ll give you a sample checklist in the next post in this series).
The more prepared you are, the easier things will be.
2. Begin With the Decision
Start by saying, “I’ve made the decision to end your employment.” This gives the employee the information they need immediately.
If you hem and haw or tiptoe around the issue, things will get off track. In the worst-case scenario, you lose your nerve and pull back from a move you need to make.
It will not be easy to start with the decision, but the only way out is through, so just get it out of the way.
3. Avoid Getting Into a Discussion
A debate won’t help. And it’s not a negotiation.
Repeat your decision if needed with something like this: “These decisions are never easy, but this is final.”
4. Remain Calm and Respectful
You’ll feel better about your delivery if you remain composed. Your calmness can also help de-escalate what can be a tense situation.
Before the meeting, practice using a professional tone and staying focused on the facts. On the day of the meeting, avoid the temptation to air your grievances and “clear the pipes.” You don’t need to “win” an argument; you just need to calmly end a relationship.
Stay level regardless of the person’s reaction. Tears and anger are not uncommon, but a calm, measured, professional delivery reduces the chances of a bad reaction.
5. Customize
Depending on the situation, you can adjust the details of the exit plan.
For example, you might need to escort someone out if they’re terminated for cause. It would be wise to use that approach with someone who is being fired for theft, for example.
But not everyone will need an escort. For example, a coach might agree that it’s time to go and even be grateful for the opportunity to exit on good terms: “I’ve been overwhelmed with my new childcare responsibilities but didn’t know how to tell you I can’t work here anymore. Thanks for understanding.”
In other cases, it might make sense to offer options. For example, “Would you prefer we pack up your things or would you like to collect them today?”
Another example: “Here is what I’m going to communicate to your colleagues.”
6. It’s Not About You
You might feel mad, upset or stressed, but focus on being most respectful to the person you’re terminating. It’s likely harder on them.
Remember, this is a business decision, and it’s not about you.
If you can remain professional and focus on the other person, it will help you feel as if you’ve done the right thing when you review your actions.
7. Thank Them
It might seem odd to thank someone you’re firing for their contributions, but a surprising number of people will remember such a gesture—or lack thereof.
The reality is that even a poorly performing staff member has helped the business in some way at some time, so why not be courteous and mention that?
If It Doesn’t Go Well
In some cases, a departing staff member might be upset or angry, so I’ll offer a bit of advice courtesy of Chris Voss, former FBI hostage negotiator and author of “Never Split the Difference.” He spoke at the online Two-Brain Summit in 2020.
If someone decides to vent or tear up, you might have to remove the emotion from the conversation before you can move on.
Imagine the departing staff member’s emotion to be a big, red balloon floating in the air between you. You can barely see through it. You have to pop the balloon. So start with a pointed, emotional question. And then just listen.
“So you’re upset about my decision?”
Get right to the point. You might have to sit there while the person vents. Slowly watch the balloon drop toward the ground.
You’ll probably have to poke it more than once to get all the emotion out. Ask another pointed question: “So you’re worried about what other staff members will think?”
Let the person vent again. The purpose is to have the person get it all out.
You might have to go back with the pin a third time. That’s OK.
When all the emotion has finally been removed, you can conclude the relationship calmly and professionally by getting back on script: “I appreciate where you’re coming from. These decisions are never easy, but this is final.”
Be Prepared!
No one wants to fire a staff member.
It would be great if we got the right people in the right seats on Day 1 and nothing changed. But that’s not realistic.
If you run a business long enough, you’ll have to can someone.
Be prepared and be professional when firing a staff member, then get back to focusing on pushing your business forward with less drag.
