Exit Conversations: How To Conduct Them Effectively

It’s never easy to say goodbye to a team member, but it’s even more complicated when the exit conversation isn’t conducted well. To help you manage these tough conversations skillfully, this blog provides a guide on conducting exit conversations at work. This blog explains an exit conversation, its purpose, how to lead it, and sample questions that managers can use with their employees. By following these tips, you’ll ensure that your employees feel respected and understood during their departure – making the process easier.

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Exit Conversations: How To Conduct Them Effectively
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What are exit conversations?

When it comes to terminating an employee, things can get a little tricky. That’s why it’s essential to have an exit conversation handled with care and respect. Exit conversations are meetings between a manager and an employee to discuss the employee’s departure from the team. It can be not easy, but it’s essential that these conversations are conducted well in order to ensure that employees feel respected and understood. The departure can happen due to many reasons. It could be an employee’s choice as they move on their professional journey, or the company could terminate their employment due to internal causes such as layoffs. In any situation, it is essential to understand the perspectives held by both parties at the culmination of the professional relationship. An exit conversation provides a platform to do so. An exit conversation helps managers understand why team members are leaving, based on which they can make changes accordingly to reduce attrition in their teams.

What is the purpose of an exit conversation?

Exit conversations are crucial because they allow managers to assess their current situation properly and determine the best course of action. They should be conducted at a point where the company is stable, business-wise and personnel-wise. During an exit conversation, both sides can understand what is expected from them and what will happen if those expectations aren’t met. It highlights the good and bad parts that critically impact employees and their decisions regarding continued employment with the team. It’s also vital for both parties to have clear communication in case things do not go as planned or there are any misunderstandings. This conversation helps ensure that everyone involved walks away from the deal happy and allows for any lingering doubts or disagreements to be resolved. Exit conversations can be difficult, but they are often worth it in the long run because they help teams eliminate unnecessary redundancy and make strategic decisions that will impact future growth prospects. It is an honest conversation with people who have known you and worked with you closely – and can thus offer genuine feedback collected over time. When managers use these tools effectively, they can significantly eliminate the causes of attrition and ensure that the employees are satisfied with their roles.

How does an exit conversation benefit you and your team?

You can plan restructuring initiatives for your team
It helps you identify environmental and cultural issues
They are a tool to build great employer equity
You can curtail potential attrition by nipping the causes at their buds

How should you lead an exit conversation?

Exit conversations can take many forms. They can be highly formal discussions that skirt around core issues affecting teams or turn into the most valuable sessions for managers when used correctly. They can be conducted in a formal as well as informal tone. The relationship between the employee, manager, and the environment is typically the guiding factor. The conversation generally sets out the reasons for the termination of the professional relationship, tries to find areas where work is needed, and is used as a guiding map for the future by both parties.

When the exit is voluntary –

Generally, when a team member leaves the organization of their own accord, the conversation seeks to understand why they are going. If any critical reasons relating to the team are the cause of their departure, then the manager needs to get to work. If you are leading an exit conversation with an employee who is leaving, you can begin by asking why they are going. It is crucial to listen actively and draw insights from their answer so that you can make changes in your team accordingly. You can also ask them other questions about the team’s environment, the good and bad qualities, and suggestions for improvement. It is best to lend an ear and listen to their concerns with care and attention, as the exit conversation is the last and best opportunity for a genuine review of the team.

When the exit is involuntary –

On the other hand, if the team member is leaving because the team is letting them go, the manager needs to adopt a different line of leading the conversation. An exit conversation in such a scenario offers an opportunity to outline the causes and circumstances that led to their termination. Suppose the action was due to behavioral or disciplinary reasons. In that case, the manager could explain those issues and the team’s stand to ensure that the employee reasonably understands the cause of their termination. In an alternate scenario, if the organization is undergoing downsizing and letting go of employees due to that, the manager has a crucial role to play. As the employees are faced with a sudden catastrophe, the manager becomes the representative of the organization. Resultantly, not only do they have to inform and explain the reasons to the employees, but they also have to ensure that the well-being of employees is not harmed. They also need to inform them about severance benefits. It is the opportunity to show the employees that the team values them and their contributions, even if they cannot continue to employ them.

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The essential elements of an effective exit conversation are:

Openness
Confidentiality
Freedom to express
A neutral platform
Objective discussion

Sample questions for exit conversations for managers

Here are some sample questions that managers can use in exit conversations:
Why are you leaving this job?
Did you have all the resources required to accomplish your goals effectively?
How was the atmosphere of the team?
Were you able to get along with your colleagues?
How was the relationship between you and your manager?
Is there anything that I could have helped you with more?
What made you look forward to showing up at work every day?
Which part of your job made it unlikeable?
Any concerns that you would like to discuss?
Did you receive enough recognition for your efforts?
Were the company policies designed to protect the interests of the employees?
Were the policies appropriately implemented?
How was your work-life balance during your employment here?
Would you like to suggest any changes to the way we function?
What more could we have done to make this experience fulfilling for you?
What led you to search for more opportunities?
What factors made you accept the other offer?
Is there anything else that you would like to add?

Conclusion

Exit conversations with managers are essential in order to ensure that both sides are on the same page and understand each other’s concerns. By asking questions such as “Why are you leaving this job?” and “Did you have all the resources required to accomplish your goals effectively?” managers can help employees exit their position with a positive frame of mind. To effectively conduct an exit conversation, it is essential to understand its purpose. The exit conversation is a crucial conversation that you should have with your employees at some stage in their tenure with your company. It allows you to thank them for their time and reflect on their contributions. Additionally, it is crucial to lead the exit conversation in a way that is respectful and understanding. Make sure to prepare a few questions that will help you gauge their feelings about leaving.

Equip yourself with the right knowledge to ensure that you never miss an important moment!

Say goodbye with ease! Download Risely’s Exit Conversation Toolkit and get the essentials for making exit conversations smoother.

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How To Bring Your Team Back Together After A Layoff From Work?

Recently, there have been a lot of layoffs in businesses all around the world. It can be a harrowing and demoralizing experience for employees, and it’s not easy to manage the emotions of those who have survived the dismissal of their colleagues. Although they have managed to hold onto their jobs, they might have been impacted significantly by the change in environment. The drastic movement would have disrupted their atmosphere for sure. Further, there are gaps to fill in a team after a layoff. All in all, there are several issues for the manager. If you are looking for a breakthrough to revive the spirits of your team after a layoff, you are at the right place! In this blog, we will discuss the impact of such events on a team and how a manager can bring it back together. Let us begin by understanding what a layoff is.

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How To Bring Your Team Back Together After A Layoff From Work?
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What Is a Layoff?

The term “layoff” describes the termination of employment of a group of employees, usually from a company or an organization, due to business reasons. It is generally carried out when a company can no longer sustain the workforce. Cutting down the number of employees gives better returns. It also happens when an employer is forced to close down or move operations. A layoff can be voluntary or involuntary.

Voluntary layoffs occur when an employee decides to leave the company of their own accord after being persuaded by the organization.
In contrast, involuntary layoffs happen due to company decisions such as product downsizing, cost-cutting measures, and plant closings, which require them to reduce workforce size.

Why Do Companies Layoff Employees?

There are several reasons businesses have to lay off employees. One reason is that the company might lose money and need to reduce costs. Another reason is that the company might be reorganizing or changing its focus, and it’s necessary to reduce staff size to meet new objectives. Sometimes companies have to let go of employees because they’re retiring or moving on to other pursuits. There are many reasons businesses have to lay off employees, but typically, they’re not profitable, or their sales aren’t meeting expectations. Sometimes companies will also merge or downsize to become more efficient. When a business cuts jobs, it can be challenging for the affected team members – especially those laid off suddenly.

How Do Layoffs Impact Teams?

When an organization experiences a layoff, it affects the team members who remain in their jobs and those who lose their jobs altogether. It can significantly impact the employees who witness it around them. The psychological effects can be overwhelming, and they can take weeks or even months to heal. Employees may feel demoralized, angry, bitter, and threatened by the prospect of unemployment. They may also suffer from insomnia or mood swings. In extreme cases, employees might develop mental disorders. Another significant effect of a layoff is that it disrupts the flow of communication between team members. When fewer people are in a team, it becomes more challenging to share information. This can lead to confusion and even conflict. Team members who are left have to take up additional responsibilities and may not be familiar with the job roles and typical requirements. Such a situation can be difficult for everyone involved. It can be hard to adjust to the new working conditions, and team morale can take a hit. Moreover, the remaining team members’ perception of job security also reduces. Consequently, they might find it hard to focus or remain engaged with their jobs. Employee motivation goes down drastically after a layoff, as the prospect of job loss looms big. To help them through this difficult time, provide support and resources. This may include providing counseling and financial assistance. Additionally, make sure to communicate with your team members. Let them know what’s happening, and offer assistance in any way you can.

How to support your remaining employees after a layoff?

Laying off employees can be a harrowing experience for everyone involved. Not only do businesses and managers, but team members may also be feeling anxiety and sadness. Make sure you’re prepared for the aftermath by talking with your team about the layoff and what they need from you in order to bounce back quickly. You can also offer support by providing counseling and resources. It can be tough on team members, so it’s crucial to help them through the process. Doing so will help them feel supported and motivated to get back to work as soon as possible.

The Role of the Manager in a Layoff situation

First and foremost, the manager’s role is to keep the team together. The goal is for everyone to work together as closely as possible so everything can run smoothly. Managers need to have a solid plan before any layoffs occur. This will help them shore up any gaps in team members and ensure everyone knows their responsibilities. In addition, managers need to create an atmosphere where employees feel appreciated and respected. This will go a long way towards helping them cope emotionally.

Extensively Communicate

The importance of communication in such times cannot be understated. A good manager will ensure that all team members know the situation. This includes notifying employees who are scheduled to be laid off but may also have other responsibilities. It’s also essential for managers to be honest and transparent with their employees about the layoffs. This allows team members to adjust their expectations accordingly and handle the news in a healthy way. Managers should also engage their team members as much as possible. By doing so, they’re showing support and acknowledging how complicated this process can be for everyone involved. Address any concerns the team member may have about their job or career prospects in a supportive manner. Be reassuring while stressing how crucial it is to focus on individual goals while recovering. A few sample statements that managers can adopt to begin communication and engagement after a layoff can be:

“We know this is a difficult time, but I want to reassure you that we are committed to supporting our remaining team members and ensuring that we continue to provide value to our customers.”
“Although we have had to make some tough decisions, I want to remind you that your contributions are valued, and we appreciate everything that you bring to the team.”
“I understand that layoffs can be stressful, but we are a resilient team, and we will get through this together. We will continue to support each other and work towards our goals.”
“While we may be a smaller team now, we are still capable of achieving great things. Let’s use this as an opportunity to come together, be creative, and find new ways to drive success.”
“I want to encourage you to stay positive and focus on the opportunities ahead. We have a strong team, and I am confident that we can overcome this challenge and emerge even stronger.”

Creating a Support Network

Continuing on this, it is vital to ensure that team members get adequate avenues to express and seek support. Layoffs can be incredibly tough on team members, and often they need someone to lean on. A support network is vital in helping employees cope with layoffs. A support network can consist of friends, family, co-workers, or other people the employee feels comfortable talking to. Creating a supportive environment will help team members feel more reassured during this challenging time and help them recover faster from the emotional impact. These groups can provide invaluable resources and support for team members as they begin to cope with the transition. They can also help team members share their experiences and learn from one another. Conducting stay interviews is another way to communicate with employees.

Help with Survivor Guilt

Survivor guilt is a familiar feeling that often accompanies layoffs. This occurs when team members feel they are somehow responsible for the layoff, even though they may have had no part in it. Often, this is compounded by feelings of guilt over not being able to keep everyone employed. Managers should do everything they can to help and support their team members during this time. The process begins with acknowledging the existence of survivor guilt and its normality. It also includes offering advice on how to deal with survivor guilt, providing a listening ear, and letting team members know that they’re not alone in this process. You have to make the employees understand that the layoff of other employees was not their fault.

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Identify Gaps in Your Team

After a mass layoff from work, getting your team back together on work commitments can be challenging. The first step is to identify the team’s needs. This can include filling in gaps in skills, providing support and guidance, and helping develop new skills. Next, communicate this plan to everyone involved to understand their new roles and responsibilities. Be patient – it may take time for the team to regain the groove and function at peak performance again. Finally, create a plan for restructuring the team and assigning duties. This will help the team to move forward in a smooth and organized manner. It could mean promoting an existing employee or providing training specific to the team member’s role.

Avoid Overworking

Managers should avoid overworking the remaining employees to prevent any burnout or fatigue. This is especially important when restructuring the team after a layoff. At that point, you will definitely want to retain the earlier level of productivity. Still, it is imperative to understand that you cannot persist at the same level with a reduced workforce. Instead, focus on assigning the most relevant and achievable tasks to everyone involved. Prioritize tasks that matter the most for clients. Make sure all team members meet these goals and demands without exceeding their limits. A fatigued workforce will not increase your productivity. Instead, efficiency will suffer massively.

Learn more about identifying overwhelmed employees on your team here.
Continue reading here to learn how to cope with layoffs in a startup.

Conclusion

After a mass layoff, it can be difficult for employees to come to terms with the situation. However, regrouping your team can be relatively smooth with the right tips and strategies. In this blog, we discuss the different reasons businesses have to lay off employees, how to regroup your team and how to manage employees’ emotions after a layoff. Make sure to come back for more practical tips for managers and leaders!

Conduct one-on-one meetings with your team members to help them through changes.

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FAQs

Why are layoffs so certain nowadays?

Layoffs across multiple tech giants have become because the pandemic-induced boom is receding. In addition, due to tapering consumer demand, many companies are letting go of excessive staff hired in boom phases as part of cost-cutting measures.

Can a company layoff temporarily?

Temporary layoffs happen organizations do not have sufficient work to keep the entire workforce occupied. In such situations, they lay off some workers for a limited time until there is adequate work again. This typically happens in seasonal occupations.

Are layoffs good or bad?

Layoffs typically set a bad precedent for the organization and the industry. In addition to the low employee morale, it can create a negative perception among the customers too. The employees who are retained after a layoff have to battle survivor guilt.

What are the types of layoffs?

Primarily, layoffs can be understood as either permanent or temporary. Secondly, layoffs can be categorized as either voluntary or involuntary, depending on the nature of the exit. Voluntary layoffs occur when the employees leave the organization willingly by resigning or retirement.

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8 Steps Managers Should Take When A Team Member Leaves

It can be hard to adjust when a team member leaves, but it’s even more complicated when that team member leaves of their own accord. If you’re the manager of a team, there may be times when you witness these voluntary departures of some key members of the team. It may bring much chaos to the workplace and bring significant losses. But that doesn’t mean you should be scared of it. In this blog, we have listed some steps for you to follow, which you can use first to retain the employee or move on from the departure once you are sure that the departure will occur.

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8 Steps Managers Should Take When A Team Member Leaves
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What’s the impact of an employee’s departure?

Loss of talent

A team member’s resignation signals the end of the relationship between them and the team and a loss of talent within the team. The person leaving also takes away a wealth of knowledge and experience that can be difficult to replicate. Not only will the departing employee be challenging to replace, but any projects or projects designated to the departing employee will have to be completed by someone who is not as familiar with the context and objectives of those projects.

Backfilling costs

When a team member leaves, it is essential to be prepared for the backfilling costs that will follow. It includes the cost of hiring a temporary replacement and training that the temporary employee may need to be up to speed with the company’s business. Moreover, finding someone new will itself take the company’s resources. Also, bringing someone permanently in that role and getting them to the same productivity levels takes time, energy, and effort from the manager and the organization.

Productivity loss

A company can experience a significant loss in productivity when an employee leaves. Not only is the individual gone, but their skills and knowledge also depart with them. The departing employee might have been the company’s most knowledgeable person on a particular subject, and without them to provide input, it can be difficult for the rest of the team to keep up. Additionally, the departed employee might have been a significant source of motivation for the rest of the team, and their departure can lead to a loss in morale. Also, there is a significant productivity loss by the time the replacement hire becomes fully productive.

Goodwill loss

Goodwill is the overall impression that employees have of the company. When any team member leaves, this impression gets tarnished. The first reason they’ll figure out of this employee departure is that either the organization or manager are not good enough to keep their employees, or there are way better opportunities out there. There is no doubt that when an employee leaves, the company experiences a loss of goodwill. This loss can result in reduced retention rates as even the remaining employees may start to look for other jobs that are more fulfilling and satisfying.

The disruptive effect on team dynamics

A disruption in team dynamics can occur when a team member leaves the company. It can be challenging for both the employees who have to change their working environment and the manager who faces an increased workload. The employees have to learn how to operate in a new environment, but they also have to integrate into the team seamlessly. The departure of an existing team member will also lead to more workload for the rest of the team. It could potentially lead to additional stress and burnout eventually.

Retention Or Not?

Once a team member decides to leave, you must choose first “If you want to retain that team member or not?” The answer to this question may depend on the performance levels, the cultural fit, and the overall value creation potential of that individual. When the employee discusses their decision to quit, this is the first question you must answer as a manager.

If you try to retain that person, how will you do it? Steps for all that are as follows

Start by assessing the performance of that team member

It must be overwhelming for a manager when a team member leaves suddenly. However, there may still be a chance to retain them. But, how will a manager know whether they should retain this team member or not? Assessing their past performance will be the right way to do that. If the team member could not achieve their goals or could not do their job justice, their departure won’t affect you or your team much. So, you shouldn’t be making any effort to retain them. On the other hand, if the team member was doing a good job, you should go for putting an extra effort into retaining them.

If you are going to try to retain that team member, try understanding their motivations behind making this decision

After assessing the performance, if you believe that you should retain the team member, you should aim to understand the motivations of that team member behind deciding to leave. You can start by understanding what was lacking in their job and what was in their position that they were not happy about. E.g., understanding that they may be looking for more responsibility, more recognition, more autonomy, etc. Or maybe they just got a better opportunity outside.

Try offering what can meet the expectations of that team member

Open the table for negotiation and let the team member tell you what exactly they do seek. Once you know what was lacking in their job and what was there that they didn’t like, you can offer to make changes that can meet their expectations. For example, if you understood that they were looking for more responsibility, more recognition, or lesser micromanagement, you can offer them providing the same if they decide to stay. If they are a vital team member who is valuable in terms of talent, you can even offer them a raise or promotion or some extra flexibility in their work.

Conclude the process with the idea of whether the employee is leaving or not

Once you are done making offers to retain the departing employee, make sure to conclude the retention process with a clear yes or no. It is necessary as a team member’s departure will bring many tasks for you as a manager. And, if you are stuck in figuring out if they’ll stay or not, you’ll be unnecessarily wasting a lot of your valuable time and resources. Be clear in your offers and expect the team member to be clear about if they accept those offers or not. There should be a clear YES or NO. If they accept the offer and are ready to stay, well and good. But, if they don’t and they choose to stick to their decision of leaving, the next section will tell you what steps you should follow in this case.

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8 steps for managers to take when they are sure about the departure

1. Acknowledge the team member’s decision

When someone is sure that they will leave the team, it can be challenging to manage the fallout. Managers need to acknowledge the team members’ decisions and do their best to provide them with as much support as possible. They must cope with the fact that this departure will take place and should prepare themselves to take the necessary steps forward. Some managers make the mistake of becoming bitter if the team member leaves the company. This essentially happens as managers take the departure personally. This makes the employee’s exit and transition more difficult as the relations are strained during this critical time of change. The exiting employee finds it hard to hand over and transition gracefully in such an environment. Moreover, it impacts the overall team environment and morale.

2. Finding a replacement before the team member actually leaves

Once it is sure that a team member will be quitting the job, for the next steps, managers should try to find a replacement for the departing team member. They should ensure that this replacement can come before the team member leaves. You may take the help of the HR department for this. You may find the replacement in many ways, including:

Hiring an outside candidate suitable for the role
Promoting a comparatively junior team member who has the potential to take over the role
Allowing someone else who has an interest in this role within the organization even though from a different team
Breaking the role and its responsibilities of it into small manageable chunks and delegating it to other members of the team

3. Discuss the departure with the team and internal stakeholders

As a manager, you should give the information about this departure to your team and the internal stakeholders you believe will be affected by the departure. It would help if you also were sure to inform your higher-ups for records. It is necessary to ensure that the team and these internal stakeholders prepare themselves to deal with the gap it will create and minimize the disruptions as much as possible. During this discussion, you should also ensure that your remaining employees and co-workers are not severely affected by this departure.

4. Discuss the departure with external stakeholders and communicate transition plans

When a manager is sure about an employee’s departure, it is essential to discuss the situation with external stakeholders (clients, vendors, partners, etc.) and discuss transition plans. You should send them an official communication regarding the departure. That communication should convey the changes that will come shortly due to the exit. Also, the communication should talk about the transition plan and the steps you are taking to minimize any adverse impact on the work to build confidence. Doing so can ensure that all parties are on the same page and that there are no surprises down the road. It will help minimize potential conflicts or misunderstandings and result in a smoother transition for all concerned.

5. Handle any unfinished business

When a team member leaves the company, handling any unfinished business as gracefully as possible is crucial. It includes any unfinished pieces of work, documenting work they have done, preparing knowledge transfer sessions and documents, etc. It is also essential to ensure that they return all office supplies and equipment. You should also get them the pay off all outstanding debts. By taking these simple steps, you can ensure that the departure is as smooth as possible for both the employee and the company.

6. Facilitate an effective handover for a smooth transition

When a team member leaves your team, there are a few things you, as the manager, need to keep in mind to facilitate an effective handover. First and foremost, make sure you have a clear and concise plan for the handover. It should include information about who will be the replacement of the departing employee during the transition period. Secondly, be sure to communicate your expectations and goals for the role of the departing employee effectively and honestly to the replacement. Take the help of the departing employee to prepare the replacement to take over the role and its responsibilities. Finally, make sure you provide ample resources and support to the replacing candidate to help them with their transition when a team member leaves.

7. Ensure a good farewell

When a team member leaves, there are a few things that you should do to ensure a good farewell. These include:

Be sure to show gratitude and thank them for their contributions to the team. Let them know that you appreciate everything that they’ve done
Please provide them with any relevant information or guidance that they may need during their leave
Thank them for their time with your team, and let them know that you’ll keep in touch
Make sure to send them off with a positive attitude and wish them all the best for the future

8. A Good Exit Conversation

When a team member leaves, a manager can understand their intentions and the team dynamics from an internal point of view through an exit interview or conversation. These conversations are critical to closing the relationship in a mutually respectful and satisfactory manner. Moreover, they help you understand the cause of discontent that might hurt your team.

9. Move on

In the end, managers need to understand that no matter how effectively they handle their team, there will be departures, and there isn’t much they can do about it. After being sure about the departure and following all the steps listed above, moving on from the departure is essential. Assure yourself that you did your best as a manager and push yourself ahead from the employee’s departure. Look ahead and aim to be even more effective as a manager in the future.

Conclusion

Managers must be prepared for the possibility of employees leaving the company. It can be challenging and destructive when a key team member leaves. But sticking to it can be even more destructive, and it is better to accept it and move on. By following these simple steps listed above, managers can help minimize the adverse effects of a departure on the business.

Ensure a smooth farewell for your member by downloading the exit conversation toolkit

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What do you say when a team member leaves?

The best course of action to take when a team member leaves is to wish them farewell and take lessons from their journey with the team. You can bring out the best memories and positive experiences built together to conclude the liaison on a healthy note.

How do you announce a team member leaving?

Announcing the exit of a team member can be tricky, but it’s best to address it directly. Be forthright about the decision and inform the rest of the team about it. Moreover, as the team is undergoing a shuffle, plan the next set of action and distribution of responsibilities as well with the remaining team members. Ensure that they do not feel shocked and do not leave space for miscommunication.

How do you say goodbye to old team members?

Wishing farewell when an old team member leaves is an emotional moment for the team manager. As they move on to the next stage of their journey, send them with your best wishes and support them through the decision as well while being understanding of their circumstances.

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