Dear CEO —
I need to let a popular manager go.
This individual is a very nice person, but unfortunately has been unable to adapt to the new pace and sense of urgency needed for us to remain competitive in an increasingly crowded arena.
I’m concerned with how the employees will react and need to keep focus on the work.
How should I handle?
— Maurio, Salt lake City
Dear Maurio —
I bet when you became a boss, you didn’t realize that you needed to have a degree in public relations to deal with the countless employee issues thrown your way. 😉
Hopefully we can short cut that need, and help you out with what experience has taught us.
So, you have to let go of that super popular manager. They are a nice person, but not cutting it in their role. Now you’re worried about the fallout and the anger from all their fans in the company.
Well, let’s tackle this head-on and handle it like a boss:
First things first, you need a solid communication strategy. Sit down and plan it out.
Who needs to know? What should you say? And most importantly, how do you address the potential shitstorm that might come your way?
It’s all about being prepared and having a game plan, including a detailed outline of who and where existing work and responsibilities for this manager are going to end up.
The more specificity you have in your plan, the more confident your employees will be in your decision and what happens next.
When you break the news, focus on the work and the next steps beyond the announcement.
Don’t make it personal or dwell on their popularity. You can talk about how their departure is a part of their professional journey (briefly), acknowledge their past contributions (if any – briefly) and then move on to what should be the bigger part of communication: how we are going to operate moving forward?
Focus on Work.
That said, let’s be clear here, you can’t spill all the tea.
Keep some things confidential and maintain a level of transparency within limits. Share that the manager is leaving without going into unnecessary details that could damage their reputation or invade their privacy.
Stick to the facts that are relevant and leave out the juicy stuff.
Focus on Work.
Know that even with the best laid plans and communication, you can bet that there’ll be some anger and disappointment. So, be proactive.
Set up a meeting or a Slack channel where people can express their concerns and ask questions. Give direct reports a safe space to vent and make sure you address their worries head-on.
The key here is to show that you understand their concerns and that you’re there to support them.
One thing you don’t want is a team full of anxious individuals wondering if they are next. Reassure the team that their contributions matter and their positions are secure (only if you’re able to promise this with some certainty!). Offer support in terms of resources, training, or mentoring to help them grow and succeed.
Show them that the company is all about building a high-performing team, and tough decisions are part of that process.
Lastly, keep an eye on team morale and dynamics. Schedule regular check-ins with individuals and the team as a whole to address any lingering concerns. Encourage open communication, collaboration, and a bit of empathy to rebuild trust and keep productivity on point.
Remember, every situation is unique, and it’s essential to adapt these recommendations to your specific context.
By handling the situation with communication, empathy, transparency within limits, and a focus on the bigger picture, you can minimize distractions and maintain productivity during this transition.
Sincerely,
