“I used to run terminations for a Fortune 100 company, and the thing that steadied me was rehearsing the actual words out loud beforehand. Say the decision plainly, have a witness in the room, and don't let the meeting turn into a debate about whether the decision is fair.”
“I’ve had to let people go plenty of times, and it’s always the worst part of the job. Be direct, be kind, and keep it short: most people stop hearing after we’re letting you go, so have the paperwork ready and let them read the details later.”
“I once had to let someone go the day after a week of skiing in Kitzbühel, and the drive to the airport was the only rehearsal I got. Say it plainly the moment they sit down: I'm sorry, we have to let you go, then stop talking and let them react.”
“I've sat in that room more times than I can count, and the part that still stays with me is how fast the words can get away from you if you try to soften it. State the reason plainly, keep it short, and let them ask questions; this is not the meeting to debate performance or promise a reference you haven't thought through.”
“I got laid off once, and the thing that stuck with me was how fast it was over and how much the next two weeks dragged. If it's decided, be direct, be kind, and let them keep their dignity. The part you dread is usually the part you just have to get through.”
“I have had to fire people, and the part that still stays with me is the cowardice of waiting too long because I hoped the problem would fix itself. Do it early in the day, be direct, and do not negotiate once the decision is made; the kindness is in clarity, not in making it comfortable for you.”
“I screwed up my first one royally: I talked too much, covered up the real reasons, and didn’t give the person room to react. Now I go in with the decision said plainly, then I shut up until they’ve had a moment to feel it.”
“The first time I fired someone, at 23, I made it a surprise, let my contempt leak out, and blamed her entirely. It was awful for both of us, and the real failure was that I hadn't given her the feedback she needed to fix it earlier.”
“When I let go of our longest-tenured employee, the room went dead silent at Monday's meeting until I said the quiet parts out loud: it's okay to be sad, scared, even relieved. Say the thing directly to the person tomorrow, then say it to the team, because unspoken feelings rot into gossip and fear faster than the firing itself.”