Firing an Employee — Hard Call with Hard Lessons

One of the toughest responsibilities a manager faces is deciding to terminate an employee. It requires courage, composure, and compassion. But beyond the immediate discomfort of delivering the news lies a vital leadership opportunity: reflection and learning.

Terminations can offer powerful lessons — about your leadership style, communication gaps, and team dynamics. Could the situation have been prevented? Did the employee receive the support they needed? Did you act too late — or too soon?

Here are eight key reflections every manager should consider after letting someone go:

1. Plan Before You Act

Terminating an employee isn’t just about walking someone out the door — it’s about ensuring continuity. Before taking action, ask yourself:

Example: A manager at a marketing firm terminated a junior copywriter without a transition plan. It resulted in missed client deadlines, forcing senior staff to scramble to fill the gap. A few hours of planning beforehand could have avoided weeks of stress.

2. Be Careful What You Wish For

Firing a poor performer can feel like a relief — until you realize what comes next: recruiting, hiring, and training a replacement. That process takes time and resources.

And don’t forget the human element: that employee is going home to tell their spouse or children they’ve lost their job. Keep the human cost in mind.

Example: A supervisor let go of a warehouse worker with chronic attendance issues, only to discover that the worker was struggling with a sick child and had been afraid to ask for schedule flexibility.

3. Was It Us — or Them?

Leaders set expectations, offer feedback, and create the environment for growth. If an employee fails, part of the responsibility may rest with you.

Example: A tech company realized that three developers had failed in the same role within six months. It turned out the onboarding process was rushed, and new hires weren’t given clear performance metrics. The problem wasn’t the people — it was the process.

4. Failure to Communicate

If your employee seemed genuinely shocked by the termination, that’s a red flag. Performance problems should never be a surprise.

Honest, ongoing feedback — through check-ins, coaching, and formal performance improvement plans — helps employees course-correct. If communication breaks down, so does trust.

Tip: Consider implementing a quarterly review system where all employees receive clear, candid feedback, not just those in trouble.

5. Did You Wait Too Long?

Procrastination in firing can hurt team morale. When low performers are allowed to coast, high performers notice — and resentment builds.

Example: In a city department, a manager allowed an underperforming crew leader to stay for nearly two years. Eventually, two high-performing team members left, frustrated by the lack of accountability.

6. Was There Another Option?

Before you pull the plug, ask: could this person thrive in a different role?

Sometimes a skill mismatch — not a motivation problem — is the issue. Reassignment may be a smarter move than termination.

Example: A detail-oriented customer service agent struggled with high call volumes but excelled when moved to a quality assurance role, where her attention to accuracy became an asset.

7. Was It Personal?

Firing someone due to a personality clash is a slippery slope. Just because you don’t “click” doesn’t mean the employee isn’t effective.

Leaders must rise above interpersonal differences and focus on performance. Otherwise, you risk losing valuable talent due to bias or ego.

Tip: If you find yourself clashing with an employee, consider a neutral third party — like HR or a mentor — to help assess the situation objectively.

8. Be Honest — and Be Prepared

It’s tempting to soften the blow by saying, “We’re eliminating your position” when that’s not really true. But honesty is essential — for legal reasons and for your own integrity.

You should be ready to explain:

Example: A jury once ruled against a company that had cited a vague reason for termination when the real issue was consistent lateness — an issue that had never been clearly documented.

Pro Tip: Terminate with dignity. Offer a private conversation, express appreciation for what the employee did contribute, and allow them to leave with their head held high.

Final Thought: Lead with Courage and Compassion

Firing someone is never pleasant, but it’s sometimes necessary — for the health of the team and the growth of the organization. Done well, it can be a respectful, constructive step that reinforces your company’s values.

Wilford H. Stone is a lawyer with Lynch Dallas in Cedar Rapids. Comments: (319) 365-9101; wstone@lynchdallas.com.