There is no “perfect” way to announce a termination. It is an emotionally charged and often difficult moment, both for the person affected and for the person delivering the news. Still, certain approaches can make a meaningful difference. Not by removing the pain, but by avoiding adding to it unnecessarily.
Here are a few practical guidelines for approaching this conversation with respect, consistency, and humanity.
What to Do
Adopt a Calm and Present Approach
This type of conversation requires courage, but also restraint. The goal is not to explain everything or fill every silence, but simply to be present—calm, clear, and respectful.
A sentence such as, “I know this is a lot to take in,” acknowledges the impact of the news without dramatizing or minimizing it.
Take Responsibility for Your Role
Even if you were not the one who made the decision, avoid distancing yourself from it. Saying, “I’m only delivering the message,” or “This wasn’t my decision,” can create discomfort. The message is stronger when it is delivered with consistency.
Without having to justify every detail, you can communicate the decision on behalf of the organization.
Offer Realistic Support
When appropriate, mentioning that you may be available as a future reference can be appreciated. This does not need to be a formal commitment, but simply a thoughtful way to leave the door open.
When support is available—for example, through a career transition program—take the time to explain it. This sends a clear message that the organization wants to support the person through what comes next.
Prepare the Message in Advance
Before delivering the news, make sure you have a clear and aligned version of the message you need to communicate. This helps prevent misunderstandings and ensures consistency with the organization’s position.
A brief period of preparation can help you remain focused, especially if emotions begin to rise.
What to Avoid
Trying to Lighten the Mood
A light tone, a joke, or an attempt to make the situation feel “less serious” can easily be misinterpreted. It is better to remain calm and serious and give the person space.
The right approach is to deliver the message and then make room for listening.
Making Promises or Predictions
Telling the person that everything will work out, that they will find something better, or that “everything happens for a reason” is rarely helpful in the moment. Even when well intended, it is better to avoid reassuring clichés.
Shifting Responsibility to Others
Avoid blaming circumstances, the market, head office, or the board of directors. Even when several factors contributed to the decision, this is not the time to go into those details.
Blaming others does not reduce the shock and may even reinforce a sense of unfairness. Taking responsibility for the decision with clarity is more constructive.
Asking Inappropriate Questions
Questions such as, “Are you okay?” may sound compassionate, but they can feel awkward. They may create the impression that the person receiving the news needs to reassure the person delivering it.
A more appropriate alternative is:
“Is there anything you need right now?”
When there is genuine concern about the person’s safety or well-being, it is important to act with both care and firmness—for example, by contacting someone close to them or emergency services when the situation requires it.
What Happens After the Conversation?
Once the news has been delivered, attention quickly turns to the manager. Remaining team members often observe, sometimes silently, how the situation was handled. The way the termination was managed directly influences trust, workplace climate, and perceptions of fairness.
A message delivered with respect, even during a difficult moment, sends a clear signal: difficult decisions can be made without losing sight of humanity.
Preparation Is Also a Form of Care
When handled thoughtfully, a termination conversation can still leave an impression of respect, even in a painful situation. What the person remembers will not only be the decision itself, but also the way it was communicated.
At Leduc RH, we support organizations in planning these transitions and equipping managers so they can approach these conversations with greater confidence.
.svg)
