on leaving well...for leaders

Last week's post on leaving well kept me wondering what people who might be leaving would say about their supervisors, and everything they or the organization may have done (or not done) to help facilitate a "bad leaving" process.  As employees leave (for whatever reason) and try to do the right thing in making the transition smooth, there are times the organization and its leadership can get in the way and hurt the process for the one who is leaving.  As with the person who is doing the leaving, actions by others that make for a "bad leaving" are often unintentional, and yet have consequences for everyone involved.

So today has me thinking about how leaders and their organizations can help their people leave well.  Here are a few thoughts:

• help the person leave quickly: asking someone to stay longer because you need them is seldom in anyone's best interest.  Helping to facilitate a quick departure can be just what someone needs to move on with their lives
• be very clear with expectations: whether these be  specific dates of clearing out the office, last paychecks, and any final paperwork that is due, get clarity - in writing - so that everyone is aware of what is expected and how to deliver on those expectations
• determine the best way to announce one's departure: this should be a conversation between the supervisor and the person leaving.  Depending on the circumstance (and the culture and norms of the organization), this might be handled differently for different people.  Don't assume that everyone wants to (or should be) handled in the same manner.  This would be true for any final recognition or celebration as well...work with the person to determine the best way to handle these items
• work closely with your Human Resources department: this should go without saying, but issues such as benefits, outstanding debts, legal paperwork, and other items are best left to the professionals.  Do not promise anything that the organization might not be able to deliver - let the details be handled by those who are learned and practiced in this area
• do an exit interview: again, while these are most often handled by the HR department, supervisors might also want to do something less formal as a way of saying a final goodbye and wrapping things up.  The ability to learn something from one who is leaving (especially if they are leaving well) can reap rewards later on
• follow up at a later time: nothing speaks more highly of an individual and an organization than following up on employees who have left.  Not only does this keep a relationship moving forward (who knows when you might want someone to come back), leaders can learn from former employees who are now at other organizations

Just as it is difficult at times for people who leave their organizations to move on, it can be just as difficult for supervisors to move on as well.  Consistently mourning the loss of a great employee can have a negative effect on those who remain; beating one's self up over and over because you weren't able to keep someone can drag you and the entire organization down; and continual talk about what the former employee did keeps others from putting their best ideas forward.  Leaving well is something that is the responsibility of the person leaving AND the one who is supervising their leaving...together they can create a process by which leaving well can positively impact the organization and everyone involved.