What’s wrong?
Right now, odds are you’re stuck somewhere.
It could be a process that keeps breaking down.
It could be a customer experience you know isn’t working.
It could be your people—or maybe it’s you.
Every business hits these moments. The problem isn’t that you’re stuck. The problem is staying there.
That’s why I’m opening up something new, only for newsletter readers: The Fix.
It’s a focused, 90-minute working session where you bring one problem to the table, and together we’ll build a concrete gameplan to get you moving again. No fluff, no theory—just clarity, direction, and the next steps mapped out.
The Fix is $500. It’s direct, practical, and designed to leave you with momentum.
This isn’t something I’m offering publicly—it’s just for you, here.
I was 21 when I watched two coworkers scream insults at each other in front of a line of shocked customers. A few days later, I got fired for it.
I’d only been at Starbucks a few months. As a young single mom, I didn’t have the luxury of hanging around before or after shifts to make friends, and the store was cliquey.
One afternoon, two baristas went from tense to full-on screaming and name-calling while the line stretched to the door. Everyone froze—including me. I was stunned, but also hyper-aware of how exposed the customer experience was in that moment. Fresh out of in-person “coffee college” (yes, really), I was still high on the Third Place gospel.
Photo of me looking at the customers
When I came back on the schedule, I mentioned the fight to my assistant manager. I told her I didn’t know what I was supposed to do if it happened again. She told the girls, who then told the Store Manager (turns out they were close friends). They complained about me, and I was out. “They’re like sisters,” she said. “That’s just how they fight.”
Absurd, yes. But not uncommon.
Firing people is hard. Done poorly, it’s demoralizing. Done well, it’s an act of kindness. I’ve become good at it, and I’ve walked leaders through it many times. I came back to work with Starbucks years later as a strategist, but the incident left a mark. So without further ado...
Firing Well: A Human Guide for Leaders
Few moments in leadership are as delicate—or as defining—as letting someone go.
From the second an employee sees a calendar invite labeled “meeting with manager,” their stomach drops.
Regardless of the circumstances, you owe them empathy and emotional awareness.
Before You Even Consider Termination
Start with the question: what’s really happening here?
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Major violations.
Theft, harassment, or serious misconduct requires swift action. Protect the team and the company. -
Personal crises.
Sometimes an employee is struggling with something outside of work.
Say, “I’ve noticed you haven’t been on your game—what’s going on?”
You accomplish three things:-
Show you care about them as a person, not just a job function.
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Understand the scale of the problem and how you might help.
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Set realistic expectations for their path back to full capacity.
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Grace doesn’t mean lowering standards—it means pairing compassion with clear, regular conversations.
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Leadership check.
Ask yourself: Is this truly the employee’s failure, or ours?
Have they been given clear benchmarks and the authority to meet them?
Good onboarding and consistent coaching should make any eventual termination unsurprising.
If, after coaching and clarity, performance is still not there, it’s time to act.
Firing Well: The Essentials
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1. Prepare Behind the Scenes
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Secure access and data. Disable email, internal tools, and sensitive systems as the meeting begins—not before, not hours later.
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Clarify the role’s coverage. Decide who absorbs urgent tasks and who communicates to clients or partners so work continues without chaos.
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Gather documentation. Performance reviews, coaching notes, and prior warnings should be ready in case questions—or legal issues—arise.
2. Choose the Right Setting
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Private and neutral. A quiet conference room or office with the door closed. No glass walls, no public walk of shame.
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Timing matters. Early in the day and week gives the person time to process and begin next steps. Waiting until late Friday only protects the company’s weekend.
3. Deliver the Message Clearly and Respectfully
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Get to the point. “I need to let you know that today is your last day with us.”
Say it early; don’t bury the lede in small talk. -
Explain briefly. Offer a concise reason and reference prior conversations or coaching.
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Stay composed and kind. Your calm sets the tone; avoid defensive language or blame.
4. Provide Practical Details
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Outline final pay, benefits continuation, and any severance.
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Clarify what will happen with personal items, company equipment, and access badges.
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Share a contact in HR or finance for follow-up questions.
5. Preserve Dignity and Humanity
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Allow them to collect belongings privately or at a later agreed time.
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Offer to help with logistics—a quiet exit, shipping personal items, or a reference if appropriate.
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Treat them as a person, not a liability. How you handle this will be remembered by the whole team.
6. Communicate with the Remaining Team
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Address the change quickly. Rumors spread fast; give a brief, respectful explanation without oversharing.
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Honor the person’s contributions. Even if performance was an issue, acknowledge their effort and impact.
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Support morale. Invite questions, listen for concerns, and give space for people who may be losing a friend.
Handled this way, a termination—even when painful—can reinforce trust in leadership: clear standards, humane treatment, and a team that sees their leaders doing the hard things well.
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-April
