How You Say Goodbye Says as Much About Your Culture as How You Say Hello

We spend so much time with the people we work with that watching them go – whether they resign or are let go – can hit harder than we admit.

Some of us put so much effort in how we welcome people in our company. But it's often forgotten or done quickly to say goodbye when they leave. So what should leadership say about the departure… and about the departed?

In the workplace, transparency matters. But how much is too much? What should be shared with their direct teammates, and what should be said company-wide?

So… how much is too much?

Too much is anything that goes beyond three things: what’s true, what’s necessary, and what’s respectful.

Share:

• that the person is leaving

• when

• how the transition will work

Don’t share:

• performance issues

• the reasons for the departure that fall outside what’s appropriate or necessary for the team

• personal details

• your feelings about the decision

• anything you wouldn’t say with the person in the room

Your job as a leader isn’t to explain the whole story. It’s to give the team clarity without creating drama, assumptions, or gossip.

Control the narrative – but with care

People leave for many reasons; sometimes for growth, sometimes because something didn’t work for them here. When leaders say nothing, assumptions rush to fill the space.

When leaders stay silent, the story gets told anyway – just not by them. And if the person leaving feels hurt or resentful, that story can spread fast. Silence doesn’t protect your reputation; it hands it over.

Handle departures like you would a separation

A departure is more than a transaction; it’s a turning point. And like any separation, both sides need to agree on what to say and when to say it.

Leaders and the departing employee should align on three things:

• The message: what’s being communicated and how it will be framed. Keep it respectful, factual, and brief.

• The timing: who hears it first, and when. Direct teammates should always hear before the wider company does.

• The tone: even when things end badly, aim for grace. You don’t have to sugar-coat it, but you can keep it professional and kind.

Ideally, you give the person the chance to share the news themselves with those they’ve worked with most closely – but you also take responsibility for formally informing everyone else.

And don’t forget about external stakeholders. Clients, partners, or suppliers who worked closely with the person should hear it from the right source – ideally their direct contact, but also from a leader who can reassure them that continuity is in place.

Because the goal isn’t to control the narrative but it’s to protect relationships and show professionalism until the very end.

Handled well, departures can reinforce trust and maturity. Handled poorly, they create uncertainty that spreads quickly through a team.

When the ending isn’t positive

Not every story ends well. Sometimes people leave disappointed, frustrated, or misaligned with where the company is heading. That’s when silence feels safest – but it’s rarely the best choice.

Many leaders fear that saying too much will encourage others to follow the same path. So they overcorrect and say nothing. But silence doesn’t stop the story from spreading – it just means you’re not the one telling it.

A better approach is to be honest in a way that feels calm, human, and forward-looking. Acknowledge the departure without glorifying it, and use it to refocus the team on what comes next.

Here are examples of wording that strike that balance:

If the person resigned:

“After [time period] with us, [Name] has chosen to take the next step in their career. Their work on [specific project or impact] has shaped how we [name an ongoing change, improvement, or legacy]. We’ll miss their presence on the team and wish them every success in what’s next.”

If the person was let go:

“After thoughtful consideration, we’ve agreed that it’s the right moment for [Name] to pursue a new direction. We thank them for the work they’ve done and will make sure the team is supported throughout the transition.”

If the departure was mutual:

“After [time period] working together, [Name] and [Company] have mutually agreed to move in different directions. We appreciate the work we’ve done together and the progress made during this time, and we wish [Name] continued success in their next chapter.”

You don’t owe the team every detail – what they need is clarity, reassurance, and direction.

The company’s responsibility doesn’t end on the last day

I believe the company is responsible for the entire employee lifecycle – from the moment someone joins until the day they leave.

We celebrate arrivals with onboarding plans, welcome emails, and introductions. But when people leave, we often go silent. That silence says a lot – and not what we want it to say.

Anyone can write a nice welcome email. Real leadership shows when someone leaves – in how you communicate, how you protect the team, and how you close the chapter with respect. That’s when culture stops being words on a wall and becomes behaviour.

And we shouldn’t forget that changing jobs is normal. People move on – sometimes after months, sometimes after decades. Acknowledging their contribution, however big or small, is part of treating people like adults. Even departures can – and should – be celebrated appropriately. It’s a simple way of saying: you mattered while you were here.

And to those who leave with anger or disappointment – remember that not everyone is in the same place as you. Some colleagues may not be ready, able, or willing to move on just yet. Don’t burn the ground you’re walking away from. Leaving with grace takes strength too.