How To Fire Someone - The Right Way

Letting Someone Go is Part of the Job

Firing someone should always feel uncomfortable - it just means you’re human. But if you’ve never done it before, there’s a strong chance you’ve delayed it when you shouldn’t have. And that hesitation comes at a cost to your team.

Letting someone go is one of the hardest responsibilities in management. But it’s also one of the most important. If you wait too long, you risk damaging team morale, rewarding underperformance, and losing your best people. Getting it wrong can hurt the business. But doing nothing can hurt it even more.

Here’s how to approach it the right way.

1. Make Sure It’s Not a Shock

If someone is surprised they’re being let go, that’s a failure of communication. The decision should feel like the final step in a series of honest conversations. That means:

• You’ve raised concerns before

• You’ve given clear feedback

• You’ve created opportunities to improve

• You’ve set expectations and tracked progress

Firing should feel like confirmation, not confusion.

2. Handle the Legal and Logistical Details

Before doing anything, understand your legal and HR responsibilities:

• What’s the policy in your country and company?

• How long have they been employed?

• What are the notice periods and contractual obligations?

• Who else needs to be informed?

Get legal advice or speak to HR. These conversations are high risk if you’re not prepared so it's important to know what you can and can't say, as well as how the process works.

3. Plan the Conversation Properly

This is not a regular meeting. Don't try and improvise it - plan your message and approach:

• Be direct and get straight to the point, don’t delay or build up to it

• Be factual. This is not a time for negotiation or discussion

• Be clear and explain what’s happening and what the next steps are

Avoid using this moment to hash out disagreements or defend every detail. That can happen in a follow-up if needed, but in this particular meeting, clarity and professionalism matter more than closure.

4. Respect Privacy and Dignity

Think carefully about when and where the conversation happens:

• Never in public, or a visible office space

• Ideally in private, offsite if necessary

• Make space for them to process the conversation

Even when someone is being let go for serious reasons, they deserve respect and privacy. Never turn it into a spectacle.

5. Know What Happens Next

After the meeting, make sure you’ve thought through the next steps:

• Will they leave immediately or work their notice?

• What needs to be handed over – logins, equipment, access?

• Who’s responsible for internal comms?

Don’t leave it to them to chase up logistics. Have a plan and be proactive.

6. Be Honest With the Team

How you explain their departure to the rest of the team matters. Blanket silence breeds confusion, drama and distrust. Make a judgement call:

• If it was a conduct issue, be firm and clear about standards.

• If it was a performance issue, reinforce expectations without attacking character. 

• If they’re well-liked, you can acknowledge the personal side, even if the outcome was necessary. 

In times like this, transparency builds trust and re-assureds the rest of your team. 

Final Thoughts

Firing someone is never fun and it should never feel easy. But as a manager, it’s your responsibility to protect the culture, performance and morale of your team.

If you’re avoiding the hard decisions, you’re risking something bigger.