How to Let Someone Go With Grace, Respect, and Clarity —A Proven 3-Step Framework for Biotech Leaders

Few moments test a leader’s credibility more than letting someone go. It’s high-stakes, deeply human, and—if handled poorly—can ripple through trust, morale, and team focus long after the conversation ends.

In biotech, where small teams tackle big goals, every person matters. There’s no hiding. Each role is critical to progress, and when someone isn’t the right fit, the impact is felt across the team. Addressing this head-on—calmly, clearly, and respectfully—not only minimizes disruption but also reinforces your credibility as a leader.

Here’s the truth: this is not a task you can delegate. HR will support you with compliance and logistics—but the message, the rationale, and the tone must come from you. That’s leadership.

I’ve shared this proven three-step framework with biotech leaders and managers throughout my career, and I can tell you: it works.

Before You Begin: Partner With HR

Before the conversation, align closely with your HR partner. They’ll ensure compliance, handle administrative details, and guide the process. But the message itself — the decision, the reason, and the tone — must come from you.

When you deliver it, you:

• Demonstrate accountability and leadership.

• Protect trust within the team.

• Show respect for the individual being let go.

HR’s role is to:

• Ensure legal and procedural compliance.

• Communicate logistics (final paycheck, severance, benefits).

• Support both you and the individual through the process.

While HR manages the details, your presence and leadership set the tone. Your role is to ensure the individual feels respected and supported during this transition.

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Step 1: Be Clear and Decisive

Begin the conversation with clarity. Don’t delay. Don’t soften the message with unnecessary small talk. State the decision calmly, directly, and finally.

What this sounds like:

“Thank you for meeting with me. This is a difficult conversation, but I need to let you know that we’ve made the decision to end your employment.”

Why this works:

• It eliminates confusion or false hope.

• It sets a professional and respectful tone.

• It allows the individual to begin processing the reality of the situation.

What not to do:
Don’t bury the news under context or pleasantries. People sense when something is wrong, and delaying the message only heightens anxiety before they even hear the decision.

Step 2: Provide the Rationale—Calmly and Respectfully

People need to understand why. You owe them a clear and fair explanation—no more, no less.

You’re not there to debate the past or justify every detail. You’re there to explain the decision clearly and calmly, so they understand the “why” without feeling blamed.

Focus on the role, performance expectations, and business needs—not personal shortcomings. Avoid blaming language or defensiveness. Keep it factual and professional.

What this sounds like:

“This decision is based on [insert reason: performance metrics, role alignment, business needs]. We’ve had ongoing conversations about [specific issues], and despite efforts to address this, the role hasn’t been the right fit.”

If this is part of a larger restructuring or business change, be transparent:

“The organization is shifting, and as a result, we’ve had to make difficult decisions regarding certain roles.”

Why this works:

• It respects the individual’s dignity.

• It reinforces that the decision is thoughtful, not arbitrary.

• It allows the conversation to stay professional and forward-looking.

Step 3: Outline What Happens Next

End the conversation by providing a clear, structured outline of the next steps. This helps the individual feel grounded during a moment that can feel destabilizing.

This is where your HR partner steps in to share the logistical details, such as:

• Final paycheck and severance.

• Benefits information.

• Career transition resources.

Your role as the leader:
Set expectations for the transition. Reaffirm your support.

What this sounds like:

“HR will walk you through the next steps, including details about severance and benefits. I want to thank you for your contributions and let you know that I’m here to support you as you move forward.”

Even though HR will lead most of this part, your presence still matters. People remember how you made them feel in this moment. A simple, sincere acknowledgment of their contribution goes a long way.

Support Beyond the Role

Sometimes someone isn’t the right fit for the role or the company—and that’s okay. But how you show up after the decision matters, too. Great leaders don’t disappear once the paperwork is signed. They help people land on their feet.

What this looks like:

• Offering to be a reference where appropriate.

• Sharing industry connections or opportunities that might be a better fit.

• Providing resources to help them transition to their next role.

For more on how to make meaningful connections that support individuals moving forward, check out my post on Making Connections: 3 Best Practices And A Super Simple Template.

A Note on Composure

Letting someone go is emotional for everyone involved. Be prepared for a range of reactions—shock, anger, sadness, or resignation. Your job is to stay calm, steady, and professional. The anticipation leading up to these conversations is (almost) always worse than the conversations themselves.

Keep these tips in mind:

• Breathe. Slowing your breath helps you stay grounded and clear-headed.

• Listen, but don’t debate. The decision has been made. Acknowledge their feelings, but don’t revisit the decision.

• Pause if emotions run high. If needed, create space to reset: “I know this is hard to hear. Let’s take a moment.” (Want to navigate difficult conversations with greater impact? Read my post on Strategic Silence).

Avoid centering yourself with phrases like, “This is really hard for me.” It might be true, but this moment isn’t about you—and losing a job is far harder than delivering the news. Stay focused on what they need to hear.

Wrap-Up

Letting someone go will never feel easy. But credibility isn’t built in the easy moments—it’s forged in how you handle the hardest ones.

By partnering with HR, delivering the decision directly, and maintaining composure, you minimize disruption, protect team morale, and reinforce trust in your leadership.

Prepare well, stay grounded, and lead the conversation with clarity and care. Your team is watching—and how you show up now shapes the trust they place in you next.

You’ve got this.

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