Virtual Termination with Real Respect

Here's a question. Let's say you manage a dispersed team, and it becomes necessary to terminate someone at a remote site. It's not a RIF — perhaps the issue is performance, or something even more difficult. And let's say that traveling there probably would be a two-night stay, because of the flight schedules and time required "on the ground." You're tempted to do it by phone, or videoconference, or something not involving travel. Is that OK?

It's probably not OK. Actually making the trip is better for the employee, better for the company, and probably better for you.

The temptation to find an "easier" way comes about because we don't usually have budget to cover such travel. But the root of the problem isn't a shortage of money. If you suddenly found an error in projected materials prices, you'd find the money somewhere, right?

Rather, the root of the problem is a mistake in setting priorities. When the budget was first approved, someone failed to allocate for the cost of distant terminations. Now, facing unplanned expenditure, that error isn't seen as important enough to put right.

Choosing to find a more "cost effective" method of termination only makes it possible for the company to continue to act irresponsibly. By taking responsibility for this problem now, and by refusing to export the penalties for the error onto the person terminated, we help the company to mend its ways.

Even if The root of the problem
is a mistake in
setting prioritieswe do decide to travel to carry out the termination, we might be tempted to do it on the cheap. For tricky and possibly hostile terminations, it's common to have an HR representative "sit in," but for remote terminations, we sometimes don't take HR with us, to save money. Foolishness. If anything, it's more important to have HR present for a remote termination.

The most important reason to travel is respect. How would you feel if you were terminated by phone, fax, or carrier pigeon? Not good, I suspect. The effect on other staff is also important. Everyone is watching. If you do it remotely, some bystanders might feel disrespected, too. Some might start looking for alternative positions, while others might become demotivated. It's a lot cheaper to buy the airplane ticket than to replace people you didn't want to lose.

Often, the person terminated wants to vent. Usually, through the anger, there are at least a few nuggets of truth, and as the supervisor, you're the person best able to convert those nuggets to real value for the company. By listening — in person — you'll do much to calm the waters, and perhaps emerge from the meeting having done some good — for the person terminated, for the company, and maybe even for yourself.  Top    Next Issue

Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Ethics at Work:

Some Truths About Lies: II

Knowing when someone else is lying doesn't make you a more ethical person, but it sure can be an advantage if you want to stay out of trouble. Here's Part II of a catalog of techniques misleaders use.

Devious Political Tactics: A Field Manual

Some practitioners of workplace politics use an assortment of devious tactics to accomplish their ends. Since most of us operate in a fairly straightforward manner, the devious among us gain unfair advantage. Here are some of their techniques, and some suggestions for effective responses.

Managing Personal Risk Management

When we bias organizational decisions to manage our personal risks, we're sometimes acting ethically — and sometimes not. What can we do to limit personal risk management?

Full Disclosure

The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility.

On Repeatable Blunders

When organizations make mistakes, they sometimes acknowledge them and learn how to avoid repeating them. And sometimes they conceal them or even deny they happened. When they conceal mistakes or deny they occurred, repetition is more likely.

See also Ethics at Work for more related articles.

Forthcoming issues of Point Lookout

Coming July 23: Microdelegation

Microdelegation is a style of delegation in which the delegator unintentionally communicates the task to the subordinate in such detail and so repetitively that the subordinate is offended. As a result of this delegation style, many subordinates feel distrusted or suspected of fraud or goldbricking. Available here and by RSS on July 23.

And on July 30: What the Dunning-Kruger Effect Actually Is

Although the Dunning-Kruger Effect is widely recognized, people describe it — and understand it — in many different ways. Some of these expressions are misleading. Proceed with caution. Available here and by RSS on July 30.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenaXXxGCwVgbgLZDuRner@ChacDjdMAATPdDNJnrSwoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info