This is the first in a series of articles of well-orchestrated exits.

Terminations, Redundancies and Downsizing

We terminate employees and contractors for a variety of reasons–poor performance, following a merger or divestiture, in response to economic factors or expense pressures, due to a change in strategy, a cultural misalignment, or other. In spite of the relative commonality, employee terminations are still poorly conducted more than half the time.

In my corporate roles, I was responsible for dozens of terminations. I was not in HR; I ran operations and/or held P&L accountability. Terminations were never easy. Whatever the cause, I had empathy for the person who was being impacted. In every case I promised myself that I would conduct the change with respect and consideration while honouring my responsibilities to the shareholder and make the best decisions for the company.

It is relatively simple to orchestrate people changes with respect. It requires planning and coordination but it is not nearly as complex as most of our business challenges.

Are you approaching 50 or between the ages of 50 and 75? Join me and 12-20 women to Design Your Third Chapter at the Juniper hotel in Banff–May 12-14. Register here. Please share with family and friends.

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