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20 Questions to Ask Before Firing a Team Member

And 5 Steps to Take If You Do

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Rachel Turner / VC Talent Lab

Leadership Framework for Founders

Rachel Turner is a leadership coach and talent advisor who works with venture-backed startups. This framework ensures leaders conduct proper due diligence before making termination decisions.

Why This Matters

Firing someone is one of the most consequential decisions a leader makes. Done poorly, it can expose the company to legal risk, damage team morale, and haunt you with regret. Done right, after proper due diligence, it protects the team, the company, and even the departing employee from a prolonged mismatch.

⚠️ The Cost of Getting It Wrong

According to Society for Human Resource Management (SHRM), the average cost of a bad hire is 30% of the employee's first-year earnings. But wrongful termination lawsuits can cost far more, both financially and reputationally. This checklist protects everyone involved.

The 20 Questions

Before making a termination decision, honestly answer each of these questions. If you answer "No" to several, you may need to invest more effort before considering firing.

📋 Communication & Expectations

1
Have I clearly communicated expectations and standards?
Did they know exactly what success looked like in this role?
2
Have I provided adequate training and resources?
Did they have what they needed to succeed?
3
Have I given specific, timely, and documented feedback?
Not vague hints, clear, written feedback with examples?

🌱 Support & Development

4
Have I offered coaching or mentorship?
Did they have access to guidance beyond just feedback?
5
Have I considered any personal or external factors affecting performance?
Health issues, family situations, or other temporary circumstances?
6
Is the issue a skill gap or a will gap (motivation)?
Can't do vs. won't do require different interventions.
7
Have I explored alternative roles within the company?
Sometimes people are in the wrong seat, not the wrong company.

⚖️ Process & Compliance

8
Have I consulted with HR or legal counsel?
Especially important for protected classes or potential disputes.
9
Is the decision based on performance data or personal bias?
Can you point to specific, documented incidents?
10
Have I followed the company's disciplinary process?
Verbal warning → written warning → PIP → termination?
11
Is this decision aligned with company values?
Would you be comfortable if this decision were public?

⚖️ Fairness & Opportunity

12
Have I given the employee a fair chance to improve?
Typically 30-90 days with clear milestones.
13
Is the employee a poor cultural fit, even if competent?
Values misalignment can be as damaging as performance issues.
14
What is the impact of their behavior on the rest of the team?
Is one person's presence hurting others' performance or morale?
15
Is the employee aware that their job is at risk?
No one should be blindsided by termination.

📊 Practical Considerations

16
Have I considered the cost and time of replacement?
Recruiting, onboarding, and ramp-up time can take 6+ months.
17
Am I avoiding a difficult conversation?
Sometimes we fire to escape discomfort rather than solve problems.
18
Have I documented all performance issues and interventions?
Paper trail protects everyone.
19
What is the plan for managing their departure?
Severance, transition, knowledge transfer, team communication?
20
Am I confident that firing is the only viable option?
Have you truly exhausted alternatives?

5 Steps to Take If You Do Fire a Team Member

If you've answered "Yes" to most questions and termination is the right decision, follow these steps:

1

Prepare Thoroughly

Review all documentation and plan the conversation. Have HR present if possible. Prepare answers to likely questions. Choose a private location and appropriate time (not Friday afternoon).

2

Be Direct and Compassionate

Deliver the news clearly within the first 30 seconds. Don't bury the lead with small talk. Be kind but firm, excessive apologizing or explanation can make it worse.

3

Listen and Acknowledge

Allow them to express their thoughts and feelings. Don't argue or get defensive. Acknowledge their contributions and the difficulty of the situation.

4

Explain Next Steps

Cover practical matters: final paycheck, benefits continuation (COBRA), return of equipment, severance terms, references. Provide everything in writing.

5

Support the Transition

Offer assistance with job search if appropriate (outplacement services, references, networking). Communicate appropriately with the team, respect privacy while being honest.

What NOT to Do

❌ Don't blindside them - If this is the first they're hearing of performance issues, you've failed as a manager.
❌ Don't do it by email or text - Always have the conversation in person or video if remote.
❌ Don't negotiate in the moment - The decision should be final before the meeting.
❌ Don't badmouth them afterward - Maintain professionalism with the team and externally.
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Key Takeaway

Firing is a last resort. Ensure due diligence before making the decision. If you've answered "No" to several of these questions, you may need to invest more in coaching, feedback, or role adjustment before considering termination. When firing is necessary, do it with dignity and professionalism. How you fire someone says as much about you as a leader as how you hire them.

📚 Further Reading