FAREWELL

Unlike anything undertaken before, bringing the collective effort of friends, family, and coworkers to an end—no matter the cause or reason—borders on betrayal if handled poorly. Avoiding the messy, emotional burden of loss is human, but we expect more from our founders and leaders—and we should. The employer-employee relationship prior to sale, bankruptcy, or closure is one of mutual sacrifice to the mission in service of a shared vision. Offering a handshake and an “It’s just business” platitude to avoid entanglements in favor of a ‘clean break’ just won’t cut it. But there is good news. This farewell process is not new to human endeavor and those who have gone before have many stories, experiences, and best practices to share. With their advice and assistance, you can avoid the stain of callous endings and ensure a brilliant legacy of honor, care, and respect.

Part One explores business cases, personal experiences, and best practices, then pivots to help you adapt them to your specific situation to create the beginnings of a 7-Step Farewell Plan, complete with a communications rollout and recovery resources.

Part Two facilitates initial meetings with staff prior to planned rollout, softening the blow and engaging their best, professional legacy-mindset.

Part Three engages implementation teams to adapt and adjust the process, rejuvenate resilience, and ensure transformative departures.