When Goodbye Isn't Enough: What To Say After They're Gone

• When Goodbye Isn't Enough (50.2 KB)

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Today has been difficult for you and everyone else. Especially Lisa. Despite her rapport with clients and coworkers, her repeated tardiness and absenteeism reached the point where you had to fire her. Even though other team members were frustrated by this behavior, Lisa was well liked and some people will be upset. Your hope is that everyone can just say goodbye and move on. In this situation, goodbye is not enough.

The Fear Factor
Even if an employee is fired for “just cause,” staff members may worry that they will be next or that the entire practice is going to fail. This fear factor can result in behavior that can affect the level of trust throughout the office, which in turn can be felt by everyone, including clients.

What’s the secret to moving employees from a space of uncertainty and anxiety to one of positivity and recovery? What do you say after someone is gone? 

Consider The Following:

Step 1

Announce the employee’s departure to the practice team.
As soon as possible, send an email that simply states the facts, including the employee’s name, last day of work, and scheduled date and time of the next team meeting. Make sure to copy everyone at the practice, including the employee (if she has not officially left yet), to avoid potential legal issues.

Your email should use brief and direct language, such as, “Unfortunately, today was Lisa’s last day working with our practice. We appreciate her efforts and wish her the best in the future. We will be talking more about how this change may affect all of our team at the weekly staff meeting next Tuesday.”

[ The key to team recovery is ongoing open and honest dialogue and communication. ]

Step 2

Meet as a team to talk about the departure.
After the terminated employee leaves, remind your staff about the upcoming meeting and encourage them to attend, especially if the vacancy creates a void in patient care. Also let staff know you will take notes in case someone misses the meeting.

Address the following points:
Why did the employee leave? Offer an explanation in a direct, respectful manner that protects confidentiality. For example, “As many of you know, Lisa was unable to meet some job performance goals, including tardiness and absenteeism, and I decided we would be better served to have someone who can be more available to the rest of the team.”

How will the employee’s work be covered? Acknowledge how this change will impact the team and that you will work with the staff to find the best short- and long-term solutions, including plans to replace Lisa. You might say, “I know we can all pull together with this unexpected absence. What are your thoughts on how we might handle this situation? Who can step in right now, and what support do you need from me?”

What does this mean in terms of client or vendor interactions? If Lisa was a key contact person in the office, advise clients and vendors by sending a brief note that announces her departure and provides interim contact information.

What if there’s legal action? If the firing leads to legal action, advise staff that they might be contacted by legal representatives. Emphasize that the practice will assume responsibility accordingly. You might say, “We have been advised about an impending investigation concerning Lisa’s termination and want everyone to know we are fully cooperating. Please refer any inquiries to me so we can support you accordingly.”

Will I be fired next? Is the practice okay? Employees may be concerned that the practice is failing financially or budget cuts may mean they’re next to go. Speak candidly about your commitment to the practice, long-term vision, and gratitude for each employee’s hard work. This is your chance to encourage and motivate all employees on a positive note. Remind them that Lisa’s termination was not a budget decision but was based on her failure to follow policy that impacted the business.

What if an employee has personal concerns about Lisa’s firing? Offer the opportunity to meet with employees who want to discuss the event privately. This demonstrates your willingness to listen and emphasizes your investment in their professional success. Say something like, “The loss of any employee is something difficult to process. If anyone wants to talk with me more about their personal adjustment to this loss, I’m happy to do so.”

Step 3

Keep the dialogue open.
While the immediate conversations related to the separation of an employee may seem to go well, questions and concerns may linger. The key to team recovery is ongoing open and honest dialogue and communication. Every effort should be made to continue to talk after someone is gone. 

What are some ways to continue to have the conversations that matter? Consider the following:

Conduct “stay interviews.” Have individual conversations with employees about what’s working well and what could be different. This step can provide more valuable information than what comes out of exit interviews and can positively impact retention and recruitment.

Develop a mentoring program. Encourage team members to create a program that allows new staff members to have someone, other than a supervisor, help them successfully navigate entry into the office or clinic. This helps new employees understand the culture of the organization and can lead to a greater chance of them becoming better acclimated with practice routines. It also shows that current employees are valued and are an integral part of the team.

Have “open mic” sessions. Dedicate a portion of regular staff meetings to
a discussion of what’s on people’s minds—tackling tough questions people may not want to ask. Use an approach that allows all voices to be heard, such as a talking stick or timer that is passed around the group. Reward employees for their honesty and be prepared to respond to what is said in both words and action-planning to nurture the spirit of teamwork and collaboration.

Make it policy, not personal. Have clearly written policies and procedures related to hiring and firing available to all staff members. Review these regularly as a team so everyone understands the termination process, including the fact that being fired is rarely a surprise to employees because they have been given ample opportunity to correct job deficiencies.

[ Reward employees for their honesty and be prepared to respond to what is said in both words and action-planning. ]

Step 4

Much more than goodbye.
If you are willing to have open and honest dialogue that is respectful of the individual who has left and those who remain, you will move through this experience with a positive outcome for the team and the practice. Thinking about and planning for what to say after someone is gone, and even before someone leaves, is the best approach to managing both the unexpected and expected transitions and change in professional practice. | EVT

[ Dedicate a portion of regular staff meetings to an open and honest discussion of what’s on people’s minds. ]