If Someone Resigns – Accept It!
Have you ever had the situation where someone who reports to you resigns and you try to talk them out of it? I certainly have and i have also tried to talk them out of it … often successfully. However, is this the right strategy or should you just accept the resignation and move on?
Over the years i have had people resign – it is part of business life. More often than not the resignation is in the best interests of both parties.
However there are sometimes when you receive a resignation and you try to talk the person into staying in the business. After much reflection, this is probably not the best move. You should accept the resignation and move on.
People resign because they either have a new job (read better offer) or they have had enough with the current environment and they want to move on. Either way, resignation without fore-warning means that there is a break down in communication between the individual and the management. This can be because the manager is not open to understanding the needs of the employee or because the employee doesnt feel comfortable talking about their issues with the manager.
If you talk the employee out of resigning and they stay, the relationship between the manager and the employee maybe tarnished. This is unlikely to be good for the business longterm. Therefore, if an employee does resign, you are better off accepting it.
A better approach is to have an open and ongoing dialogue with all employees such that they feel like they can talk to you about the problems and then you are able to address the issue before it becomes a case of resignation.
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This area of HR is an all to often overlooked part of what is essentially the leaving process, we are all custodians of the organisation at the end of the day.
Opening up a real conversation rather than handing down roles will always engender loyalty and the will to step beyond and add value.
However, one point that you may have overlooked IMHO is that the potential ex-employee has another more interesting opportunity. The opportunity could be utilising their skills in a new manner or industry. Therefore if you, as CEO or manager, are able to change the role it may provide them with the new lease of life they were chasing.
This approach may show you are keen to involve them in the company, considerate of them personally and their career. What do you think?
Resignation is a great moment to stop and reflect about people management.
Whether the reason is a new job ( or a better paid one
) or lack of opportunities of growth or internal relationship and communication, the company should spend some time to think about how it could have avoided that – most times the first who leaves is best resource – and to talk with the outgoing member to better understand that.
In any case, if the decision is taken … let them go: any possible alternative should sound like a compromise.
At the end, you are definitely right to say that the dialogue should be an ongoing one: we should never remember of an employee when he/she decides to leave.
Hi Simon,
I disagree with this. I would go so far as to agree that one should NOT default straight into the position of talking the person out of it, but I have had a couple of resignations I turned around that led to long and productive working relationships. If however, an employee is clearly jaded beyond recovery or is leaving for the right reasons, then I would agree with you.
Thanks for the discussion
I think that trying to talk people out of a decision is not worth it. Usually them resigning is the last stage and it has taken them a while to come to that point.
Therefore either 1) it is a cry for help – and therefore is this is the only way for them to cry for help then they are probably not a good fit or 2) they are really resigning – then talking them out of their dream job will just mean you have to offer more and more to keep them or 3) they are using it as a bargaining tool – well that is clear, let them go.
Keep up the great discussion
Thanks
Simon
Let them go but don’t forget to get the keys!
It’s like trying hold onto a girlfriend… they have often made the decision long ago and their hearts are no longer in it. That said, I always try to preserve the relationship by redefining as new business contact or “stay in touch” friend.. (but not allowed back in the office for 6 months).
The discussion is a good one however it highlights a couple of opportunities for many organisations today. The first opportunity stems from natural attrition and in many cases this opens the door to realise the shortcomings in business retention policy and or the succession plan. If you have the ‘right people’ then retention is stronger than recruitment. The second element is that if there is open & honest discussion between managers and direct reports then there should never be a surprise! Should you chase people – absolutely not!
My view would be to approach it from that individuals perspective and overall good. I include the team morale, impact on productivity, possibility of using this as a negotiating tool, etc. As a good manager one ought to know about their team mates and any genuine inputs given will stand the test of time, regardless of how things turn out.
Lastly, I have made it a point never to try to convince anyone to do anything. Invariably the ownership of that call either becomes joint one or shifts over. It is far better to counsel, point out the pros and cons and leave the final call to the individual
Enough of the “goody-two-shoes” routine! A manager of mine many years ago put it this way: “If they’ll leave, I have no use for them. They no longer exist.” He would wait until they were out the door, file a trespass complaint with the police and, if he didn’t already know, find out their new employer and submarine the job offer or set out to destroy their new employer if theuy didn’t play ball. If you want to risk damaging the organization, you have to be willing to face the consequences. As the old cop TV show said: “Don’t do the crime if you can’t do the time!”