It is valuable for the manager to have an understanding of
what reactions may emerge. Most people react with what is
best termed as "passive acceptance." It is important that the
manager not be left uncertain or probing in the face of the
dischargee's response. Control should be maintained.
The following are other reactions that may be
encountered:
Grief - Termination can represent shocking and
saddening news. It is not surprising to see the dischargee
cry. To assure that the person is in a proper state to listen
to what the manager is saying, it may be necessary to allow a few
minutes for him/her to regain composure. A greater show of
concern on the manager's part will only weaken his/her
posture.
Anger - If the dischargee is indignant or incensed, the
danger exists of the meeting turning into a shouting match.
Although it may be difficult to maintain composure in the
face of a worker, the manager must serve as the force of reason.
A business-like, rational tone must prevail. An
argument will only escalate tension and ill will.
Disbelief - If the dischargee seems stunned and silent,
there may be a question as to how much of what is being said is
being absorbed. A patient but firm approach usually is the
most effective.
The manager cannot allow himself/herself to be incapacitated
or moved off course by the dischargee's reaction. Although it
is natural for the manager to want to make the meeting as painless
as possible, "playing the games" with the dischargee, whether it
involves commiseration or a defensive rebuttal, only acknowledges
and validates the reaction, giving the dischargee license to
continue in a highly emotional state. The best plan is to be
short to the point and very formal. No sign of extended
sympathy or remorse should be shown by the manager. This is
totally business, and personal feeling should not come into
play.
Although the manager is not likely to conduct the meeting
according to a prepared script, he/she should have a firm idea of
what will be said and how to say it. The dischargee's
reaction should not steer the manager from saying all that needs to
be said, or prompt the manager into saying more than he/she
should.
If all the necessary details have been attended to before the
meeting, the manager should embark on the meeting with a sense of
assurance. At the meeting's end, when the manager announces
that a representative of the outplacement company would like to
speak with the dischargee, the manager can feel that the best was
made of an uncomfortable but necessary situation. The manager
will feel relieved and glad that both the dischargee and the
company were effectively served under the circumstances.
