Moving On: How to Acknowledge That Something Isn’t Working and Determine a Path Forward
Facing the reality that something isn’t working—whether it’s a position, a project, or a relationship—can be one of the most challenging scenarios for any leader. The "Moving On" conversation, the last of the Five Tough Talks and often the most difficult, is necessary to address situations that no longer serve the best interests of the individuals or the organization involved.
The Essence of Moving On
"Moving On" doesn’t always equate to termination. It can involve shifting away from a specific role, project, or even changing the dynamics of a professional relationship. This conversation is about progress and adaptation, not just conclusion.
Preparing for the Conversation
The process of a "Moving On" talk should be approached with clarity and empathy, ensuring that the decision is communicated with respect and understanding. Here are the structured steps to navigate this delicate discussion:
The Decision: Start by stating the decision clearly and directly. This is the "what" of the conversation—what the change will be. Being straightforward helps prevent misunderstandings and sets a clear tone for the discussion.
The Reason: After stating the decision, explain the "why." This is your opportunity to articulate the reasons behind the decision clearly and concisely. Clarity is crucial here as it respects the other person's need to understand the basis of the decision.
The Action: Finally, discuss the "next steps." This part of the conversation outlines what will happen following the decision. Whether it’s a transition plan, immediate departure, or a new method of operation, it’s important to be clear about the future course of action.
Examples of Moving On
Position: Perhaps an employee initiated a "Moving On" conversation due to dissatisfaction with leadership, reflecting the commonly cited reason for job changes—a poor relationship with one’s boss.
Project: As a leader, you might need to steer away from a project that no longer aligns with the company’s goals or is undermined by lack of support from key players.
Relationship: If repeated efforts to align with a colleague or team member fail after several "Being Better" talks, it might be necessary to address the need for a change in the relationship dynamics.
Emotional Considerations
"Moving On" is inherently emotional because it involves change and loss. However, by focusing on the mutual benefits and maintaining a positive outlook, you can help ease the transition. Remember, this conversation should come from a place of genuine care and consideration for the future growth of both the individual and the organization.
The Goal of Mastery
Ideally, becoming proficient in the first three types of tough conversations ("How We Work," "The Ask," and "What’s Going On?") will minimize the need for "Being Better" and "Moving On" discussions. However, when these conversations are necessary, they should be conducted with the intent to preserve dignity and encourage future success.
Reflect and Learn
After conducting a "Moving On" conversation, it’s helpful to reflect on the process:
How did you initiate the conversation?
Were all the steps followed clearly and did the conversation conclude with a defined action?
What aspects of the conversation were handled well, and what could be improved in future discussions?
Engaging in "Moving On" conversations, while challenging, underscores a leader’s commitment to ethical and compassionate leadership. By handling these discussions with care, you not only respect the individual involved but also strengthen the integrity and resilience of your team.