Saying goodbye is a normal, yet significant, part of our lives. Your professional goodbyes should be targeted, edifying, appreciative and focused on the future.
In my early teen years, I was working alongside my father in our backyard garden. He was reflecting on his experience as he considered leaving a long-time service position. He paused and then pointed toward a bucket of water sitting nearby. “Go stick your hand into the water as far as it will go,” he said with a slight smile. I did as he instructed and, with my hand all the way to the bottom of the bucket, he said, “Now, pull your hand out.” As I did so, he quipped, “Do you see the big hole left behind when you leave?”
He used that simple illustration to show how quickly an organization adapts and moves on–even after a key member departs. Among chief officers, we tend to recognize only two good fire chiefs–the last one and the next one. Regardless, leaving an organization or place of service does not have to be a negative experience.
The inexorable march of time brings all of us, at some point, to the end of our particular service or membership. For some, that end comes from moving on to another challenge or opportunity. For others, circumstances may result in dismissal. And there are those who feel their energy exhausted or their ability to contribute depleted, so they choose to bring their service to a graceful close.
Regardless of the reason for leaving, effective leaders prepare their words and actions for this transition with care and forethought. What they say and do throughout this process will affect their future as well as that of the organization or function they vacated. Preserve your dignity and exit gracefully; resist temptations to “torch” someone or some group on the way out.
As you approach such a separation, pay particular attention to three elements: 1) your timing, 2) your audience and 3) your words.
Timing
Some aspects of timing may be outside of your control due to the circumstances of your departure. In most cases, however, you can exert significant control over the timing of the decision and announcing it. Here, we focus on the public aspect of your decision because the internal decisions and actions are less subject to scrutiny or unintended impacts.
No single “best” choice exists for timing your public notice of departure. Like many other leadership decisions, a blend of science and art will inform your instincts within the context of your situation. Consider two-plus months an optimal time frame, depending on organizational transition adaptability. Recognize that too much notice makes you a “lame duck” and undermines your closing efforts. Too little notice can create chaos and may sabotage an orderly transition. Be intentional and thoughtful about selecting the date and announcing your pending departure.
Your Audience
Recognize three specific groups with whom you must communicate appropriately, clearly, and at the proper time: a) your senior/executive team members–a small, trustworthy group of key team leaders, b) your organization’s membership and c) the general public.
Your time, effort and words belong first to your senior team members. Take them into your confidence–trust them with this advance information–and thank them individually and as a group for their reliability. Focus on them, recognizing their accomplishments, growth and progress. Point them to the future with an appropriate measure of professional pride, acknowledging that your organization is better today because of the team’s efforts.
Next comes the “public” announcement to both your organization’s members and the general public. The internal announcement should precede the external news (e.g., press releases/conferences). Just as with your senior staff, point to the future and reassure them of their roles in it.
If possible, avoid creating situations where one group appears to have “privileged” information and another group feels slighted. This is more challenging in a workplace with shift employees who aren’t present for a single all-staff announcement. Bottom line: Your personnel should not first learn about your departure in the newspaper or hear it from a neighbor.
Your Words
The old adage “less is more” is the golden rule for good writing, and it applies here as well. Choose words that are clear and direct. Write down your thoughts in advance and take the time to revise and edit what you’ve written. Read it aloud, cutting out words you don’t need or that don’t roll easily off your tongue. Be objective. Be ruthless. Remember, less is more. Then stick to your message.
Begin by announcing your departure and the planned end date. Inform members about the transition plan in place or when it will be announced.
Acknowledge organizational progress and success and thank those who contributed. Be cautious about singling out individuals for recognition; don’t risk an inadvertent omission and subsequent hurt feelings. Concentrate on naming groups or teams that have achieved progress for the organization.
Resist the urge to explain/defend actions and decisions or to counter criticism–past or current. As a leader, you own your decisions; learn to live with them and move on. Your legacy is your “body of work,” but leave that to someone else for comment. Don’t criticize, point fingers or burn bridges as you depart. Be cautious with humorous recollections, anecdotes or stories that could be misunderstood or lost on newer personnel.
Point your audience to the future and challenge them to life-long learning; a continuing journey of self-discovery and growth. Encourage them to ask the tough questions and not to settle for easy answers.
Assure the audience that your departure is a normal event. Your attitude, body language and words should clearly communicate that your departure reflects your confidence in the organization and the people who comprise it; hail the opportunities for growth and change.
If appropriate, tell them what you plan to undertake next. Then close with a reprise of your words of appreciation. Recognize that this experience will open the door to myriad emotions and anticipate how you will respond to expressions of those feelings.
Closure
Without exception, my colleagues and I agree that after leaving the position, you must “get out of town” and stay away for awhile. New ties and allegiances need to evolve, and that takes some time. Return by invitation, stay briefly as a “guest,” and keep your words positive.
A Final Thought
This column marks the end of my tenure as your colleague in exploring Leadership Skills. I am not stopping–merely moving on to new opportunities and challenges. I am excited and energized about the future.
I fully expect that our next columnist will continue to point you (and me) toward life-long discovery and development. As leaders, we must stay informed and continue perfecting our skills and tools. If we’re not moving forward, we’re falling behind.
I embarked upon this experience with both learning and teaching as my aspirations and I have grown as a result. I value the feedback you have sent to me as well as the able assistance of the editors at FireRescue magazine. Thank you for your faithful service to our world community. I look forward to the changes your continued efforts will bring.
