When to Let Someone Go

Letting someone go is one of the hardest parts of being a manager—and one of the most important.

New managers often wait too long. They hope performance will turn around. They fear the fallout. They avoid the conversation.

But keeping someone in a role where they aren’t growing—or worse, where they’re actively damaging the team—isn’t leadership. It’s avoidance.

Here’s what managers who want to lead well need to understand:

1. Underperformance is not always recoverable.
   If someone repeatedly misses expectations, despite coaching and clarity, you’re not helping them—or the team—by dragging it out.

2. One person can lower the bar for everyone.
   When you tolerate poor performance or toxic behavior, you send a message: This is acceptable here. That hurts culture, retention, and results.

3. You owe your team clarity.
   Letting someone go isn’t just about the person you’re releasing—it’s about protecting the team you’re keeping.

4. Document. Coach. Then act.
   Start early. Be specific. Document expectations and conversations. But don’t coach forever. If there’s no progress, don’t delay the decision.

Letting someone go isn’t heartless.
Done with clarity and care, it’s often the most honest and respectful thing you can do.