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

Letting someone go is one of the hardest responsibilities you’ll face as a leader. It’s uncomfortable, emotional, and—if mishandled—it can harm trust, morale, and team focus.

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: you cannot delegate this responsibility. Yes, your HR partner is there to support you. They’ll handle the administrative details and ensure compliance, but delivering the message and the rationale must come from you.

This is not just about process. This is about leadership.

I’ve shared this proven 3-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 with your HR partner. They will ensure compliance, handle the administrative details, and guide you through the process. However, as the leader, you must deliver the message and the rationale—this is your responsibility.

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 the administrative details (final paycheck, severance, benefits, transition plans).

• Support both the leader and the individual being let go to ensure the process is handled with professionalism, fairness, and care.

While HR manages the details, your role as the leader is to ensure the individual feels respected and supported during this transition.

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 in a calm, direct, and final manner.

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.

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.

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

Support Beyond the Role

Sometimes, someone isn’t the right fit for the role or company, and that’s okay. As a leader, you can still provide support by helping them see new opportunities and connections that align with their skills and strengths.

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. It sounds obvious, but slowing your breath helps you stay grounded, steady, and clear-headed.

• Listen, but don’t debate. The decision has been made, and revisiting it will only prolong confusion or make the moment harder. Acknowledge their feelings, but stay focused on the message.

• Pause if emotions run high. If necessary, 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).

A Note on Tone: Avoid centering yourself in the conversation with phrases like, “This is really hard for me.” While it may feel hard for you, this moment is about them—and losing a job is far harder than communicating the decision. Focus on delivering the message with clarity and respect.

Wrap-Up

Letting someone go will never be easy. But leadership isn’t about avoiding hard moments—it’s about showing up, taking responsibility, and guiding your team through them with clarity and care.

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

A leader earns credibility not only during successes but also in how they navigate the hardest conversations. Prepare, align with your HR partner, and approach the moment with calm, clear professionalism.

You’ve got this.

---

Related Reads