Lessons from the Exit Room

Every leader has sat across the table from someone they had to let go. It is a moment that strips away titles, strategy, and performance metrics. It is a moment where you are face to face with the human side of business.

I remember the first time I had to let someone go. I was young, ambitious, and determined to do it “by the book.” I thought it was about delivering the message with clarity, sticking to the facts, and maintaining composure. What I didn’t understand was that the person across from me wasn’t just losing a job. They were losing security, routine, a piece of their identity.

It took a few more exits to realize that handling terminations isn’t about getting through the conversation unscathed. It’s about how you treat someone when they no longer have anything to give you.

The best leaders I’ve seen handle these moments with more than professionalism, they handle them with humanity. They provide clarity without cruelty, empathy without excess, respect without reservation. They recognize that how you exit someone says as much about your culture as how you onboard them.

I’ve also learned that the conversation doesn’t end when the person walks out the door. It continues in whispers, in how the remaining team perceives you, in how that former employee talks about your company for years to come.

Exits are not just a business process. They are a cultural imprint. They can either build your reputation as a fair, compassionate leader or tear it down as someone who only values people when they’re producing.

So the next time you sit in that room, remember: You are not just letting go of an employee. You are showing your entire team how you handle power, loss, and respect. And that moment will echo long after the door closes.