There are few moments in leadership more awkward than dealing with a sudden, difficult resignation—especially when it comes out of the blue or carries emotional weight. It might be a valued employee walking out unexpectedly, someone leaving mid-project, or a resignation email that hints at deeper discontent. Either way, how you handle it sets the tone for your team and impacts how the business moves forward.
In small to medium-sized companies, where teams are tight-knit and communication spreads fast, the stakes are even higher.
First things first—don’t react. At least not straight away. Whether someone’s quitting in frustration, feeling undervalued, or genuinely burned out, matching their tone or challenging their decision rarely leads to anything good.
Instead, make space. Invite them to speak privately. Avoid office corridors or break rooms. Create a neutral, quiet space where they can talk openly. Most of the time, what someone needs in that moment is simply to feel heard.
Even if they say something that stings, don’t respond defensively. This isn’t the time to correct or confront. Let them get their thoughts out fully before you even begin to process your response.
Not every resignation is just about salary or better benefits. Often it’s about feeling overlooked, stifled, or disconnected from the direction of the business. If you’re in a senior role, you might not even be aware there’s been an issue.
So ask:
Even if you can’t change their mind, the insight is valuable. People are more honest on their way out than they ever are in day-to-day feedback sessions. If they flag a toxic manager, poor communication, or a policy that’s been quietly demoralising the team, take it seriously. One resignation might be a symptom of something bigger.
Once someone resigns—especially in tense circumstances—it’s crucial to manage what gets said internally. This is where many companies slip up. Saying too little invites gossip. Saying too much can breach trust.
Keep it simple:
“X has decided to leave the company and we respect their decision. We thank them for their contributions and wish them all the best in the future.”
Avoid the classic euphemisms like “seeking new opportunities” if that clearly isn’t the case. Also avoid airing any frustrations or trying to spin the story. The message you’re sending—intentionally or not—is about how your company treats people on the way out. Others are paying attention.
A dramatic resignation can shake morale, even if the departing employee wasn’t universally liked. It creates uncertainty. People start wondering:
It’s your job to quietly stabilise the team. Check in one-on-one with key people. Reaffirm plans. Let them ask questions—even if you can’t answer everything straight away. Most importantly, don’t overcompensate by rushing to replace the role or shifting pressure without support.
If the resignation is unpleasant—if it’s delivered angrily or criticises the company harshly—it can feel personal. That’s normal. But don’t allow it to throw off your judgement or make you overly defensive in your next decisions.
Take time to reflect. Ask a trusted peer or mentor to review the situation with fresh eyes. If the criticism is fair, address it. If it isn’t, let it go. Not every departure is a reflection on your leadership—but every departure is a chance to learn.
When resignations feel painful, many leaders panic and offer money or titles to keep the person. Be careful. If someone’s already out the door emotionally, a counteroffer can create resentment on both sides. They may accept it short-term and still leave six months later.
Instead, focus on understanding what really drove the decision. If the relationship is salvageable, it’ll be because the underlying problem is resolved—not just because you threw in an extra £3,000.
Every resignation leaves a footprint. Some are small, others leave a mark on morale, team dynamics, or your own confidence as a leader. But handled well, even a difficult departure can be turned into something constructive.
It’s not about stopping people from leaving. It’s about making sure that when they do, they leave with respect, clarity, and the knowledge that your organisation handles challenges with maturity. That’s what people remember. And that’s what helps build a resilient team—one resignation at a time.
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