If you've never been fired before, it is a low point that stays with a person the rest of their lives.  It's a mix of embarrassment, shock and failure.  But it doesn't have to be that way.  Here are 7 things you can do to lessen the trauma and even use it as a way to help someone when the time has come for them to try something new.

1. WHAT DOES WINNING LOOK LIKE?  The first question I ask myself when things aren't off to a good start is, "Did I clearly communicate what the job is and what success looks like?"  Many times, a leader thinks they have done this but it was unclear and confusing to the team member.
2. BACK THE TRUCK UP:  The number one thing you can do to lessen the impact of a termination is to start the communication weeks or months in advance that things aren't going well.  Have an honest conversation with the person to ask them how they feel things are going and share how you feel things are going.  Maybe they need more training or tools to get the job done.
3. BE CANDID EARLY:  If things don't improve, have a second meeting to find out what's causing the underperformance and to be kind but candid that your agreed upon performance standards have to be achieved in order for the person to stay in the role.  If it's a behavioral problem like being late, not showing up, or just not being a team player, tell the person what you're seeing and be clear about what needs to change.
4. WRITE IT DOWN:  After the first quick conversation about the problem, take a minute to follow up with an email about what you talked about.  After the second meeting, be a little more formal and write down the problems and what must be true in order for them to stay in the role and have them sign it.  In the third conversation, include written language that you don't see improvement and that they may not be able to stay in the role.  This is also a time for you to consider if they are a fit for another role in the company.  I like to offer a transition severance in this meeting if the person wants to stop now and use the severance to find a better fit.  
5. FIRING DAY:  The termination meeting itself is important.  If you have done the other steps, this meeting should not be a surprise to the team member.  Include any important leaders to the person including their direct leader.  (pro tip:  have your leader arrive early to avoid waiting on them with the person in the room) Avoid the nervous temptation to make a lot of small talk before the meeting.  Start the meeting by reviewing how we got here, including referencing each previous date and discussion.  Then transition to something like, "...and as your leaders, we've made the decision to stop here and today will be your last day."  It sounds blunt; but being clear is REALLY important because your team member is in a mild state of shock by now and doesn't need a lot to process right this minute.  Now is the time to let them know about any severance, which I highly suggest giving.  Conclude the meeting with kindness.  Remind them of the good things they've added to the team and that you know they will find something they are great at.  (These words carry a lot more weight if your severance is generous.)  The whole meeting should only last 10 minutes.  This is not the time to debate what went wrong or discuss details about COBRA insurance.  Let them get their things and go home.  You should offer to meet them at their convenience before or after office hours to get their things, sign paperwork, go over important details, etc.  
6. WHAT TO SAY TO THE TEAM:  This took me years of practice to get this right.  Saying nothing to the team was too weird and seemed to cause fear.  Saying too much is unfair to the person that just got fired.  Here's the right blend:  Have a meeting the next morning with the people on the team most affected by this person no longer being there.  Include their close team, leaders and even close friends from other teams.  In most cases, a company announcement is overkill.  Be real with the team.  Let them know the person is no longer on the team and that it was your decision.  No need to share details about why in most cases.  Remind the team that no one is ever just let go or surprised.  "We have multiple meetings with anyone who isn't doing well and create lots of clarity.  So you don't need to be afraid you are about to be fired if you're not in the middle of some very uncomfortable conversations with your leader."  End the short meeting by assuring everyone that you want them to continue any friendships they have with the person and that you will do anything you can to help the person find a new role somewhere else.  I like to imagine the person is sitting beside me while I have this meeting to help me say the right things.  And in most cases, what you say will either be retold to the person you fired or recorded and sent to them.  So be brief, be clear, be real.  
7. NICE TOUCHES:  Within a few days, have someone they like there with them to get their personal desk items and walk with them to their car.  Lots of hugs are always appropriate.  Button up your termination paperwork process so that it is very clear and takes 10 minutes or less.  Rather than having the fired person back in the office to make rounds saying emotional goodbyes, offer to schedule a goodbye lunch off site for anyone that wants to go.  

Firing a person should never get easy.  It can become consistent and efficient.  I've gotten thank you cards from people I've fired...not for firing them; but for being a kind, clear leader through the process.  And often, God has something waiting for them just around the bend that they will be great at and love.  

Need more help?  Reach out and we can tailor the process to your specific situation.  ~ Jack