{"id":5100,"date":"2026-07-25T00:34:06","date_gmt":"2026-07-25T00:34:06","guid":{"rendered":"https:\/\/cmguide.org\/?p=5054"},"modified":"2026-07-25T00:34:06","modified_gmt":"2026-07-25T00:34:06","slug":"managing-someone-whos-about-to-resign","status":"publish","type":"post","link":"https:\/\/cmguide.org\/?p=5100","title":{"rendered":"Managing Someone Who’s About to Resign"},"content":{"rendered":"

An employee hands in their resignation, and the weeks that follow before their actual departure create a genuinely distinct management situation \u2014 the person remains a genuine, active team member with real work to complete, while the working relationship has genuinely changed now that departure is confirmed. How this period is managed matters considerably more than it’s often given credit for, both for the departing employee’s genuine experience and for what the remaining team observes about how transitions are actually handled.<\/p>\n

Why This Period Deserves Genuine, Deliberate Attention<\/h2>\n

The instinct to disengage from someone who’s already leaving, treating the notice period as simply a formality to get through, misses genuine opportunity and risks real harm \u2014 the departing employee still deserves professional respect and support, the actual work still needs a thoughtful transition, and the remaining team is watching closely how this specific departure is handled as a genuine signal about how the organisation treats people more broadly.<\/p>\n

What Genuinely Matters During the Notice Period<\/h2>\n

Maintaining genuine professionalism and respect throughout.<\/strong> Continuing to treat a departing employee with the same genuine respect and professionalism as before their resignation, rather than subtly withdrawing engagement or warmth, reflects both good management practice and the organisation’s actual values in practice, not just in stated policy.<\/p>\n

Having an honest conversation about genuine reasons for leaving, if appropriate.<\/strong> A respectful, honest conversation about what’s genuinely driving the departure \u2014 where the employee is comfortable sharing \u2014 can provide valuable, honest insight for the manager and organisation, though this should be approached with genuine care rather than interrogation.<\/p>\n

Planning a genuine, thoughtful transition of their actual work.<\/strong> Working collaboratively with the departing employee on a genuine, thoughtful transition plan for their responsibilities respects both their professional legacy and the team’s actual, practical needs going forward.<\/p>\n

Being honest with the remaining team about the departure.<\/strong> Clear, honest communication with the rest of the team about the departure, to the extent appropriate, prevents speculation and rumour while respecting the departing employee’s own privacy about their specific reasons for leaving.<\/p>\n

Avoiding Common Missteps During This Period<\/h2>\n

Immediately reducing their access, responsibilities, or trust without genuine cause.<\/strong> Unless there’s a genuine, specific reason for concern, immediately and visibly reducing a departing employee’s responsibilities or trust can feel punitive and disrespectful for a decision that’s entirely their legitimate right to make.<\/p>\n

Treating the notice period as purely transactional.<\/strong> Reducing the relationship to purely transactional terms \u2014 extracting maximum remaining value with minimal genuine engagement \u2014 misses the opportunity to end a working relationship well and reflects poorly on how the organisation treats people during transitions.<\/p>\n

Neglecting genuine knowledge transfer.<\/strong> Failing to prioritise thoughtful, genuine knowledge transfer during the notice period creates real, avoidable problems for the team after the employee’s actual departure, when specific knowledge or context is no longer available to draw on.<\/p>\n

Why How You Handle This Reflects on More Than Just This One Relationship<\/h2>\n

It’s worth being direct that how a departing employee is treated during their notice period is closely observed by the remaining team, who reasonably infer from this specific treatment how they themselves might be treated in a similar future situation. A departure handled with genuine respect and professionalism reinforces trust in the organisation broadly, while one handled poorly can quietly damage morale and trust considerably beyond the specific individual who’s actually leaving.<\/p>\n

Having an Honest Exit Conversation<\/h2>\n

Ask genuine, open questions rather than defensive ones.<\/strong> A genuine, open conversation about the employee’s experience \u2014 what worked well, what could have been better \u2014 approached with real curiosity rather than defensiveness, can provide valuable, honest insight for genuine organisational improvement.<\/p>\n

Listen without becoming defensive about honest feedback.<\/strong> Receiving honest feedback about genuine challenges or frustrations without becoming visibly defensive respects the employee’s honesty and makes it considerably more likely that genuine, useful insight is actually shared rather than diplomatically withheld.<\/p>\n

Thank them genuinely for their contribution.<\/strong> A genuine, specific expression of appreciation for what the employee actually contributed during their tenure provides real, positive closure to the working relationship, regardless of the specific reasons behind their departure.<\/p>\n

Managing the Remaining Team’s Reaction<\/h2>\n

Acknowledge the team’s own genuine feelings about the departure.<\/strong> A departure, especially of someone well-liked or particularly capable, genuinely affects the remaining team, and acknowledging this honestly, rather than moving past it quickly, respects the real impact on the people who remain.<\/p>\n

Be honest about what happens next for the team’s own structure and workload.<\/strong> Clear, honest communication about how the departure will genuinely affect team structure and workload \u2014 including honest acknowledgement of any near-term strain before a replacement is found \u2014 protects the remaining team from unaddressed uncertainty.<\/p>\n

A Practical Scenario<\/h2>\n

A manager receives a resignation from a valued team member and, rather than subtly withdrawing engagement during the notice period, continues treating her with the same genuine respect and professionalism as before. She has an honest, caring conversation about the employee’s reasons for leaving, works collaboratively with her on a genuine, thoughtful transition plan for her responsibilities, and communicates honestly with the remaining team about the departure while respecting the employee’s privacy about her specific reasons.<\/p>\n

She conducts a genuine, open exit conversation, listening without defensiveness to honest feedback about areas where the team could improve, and thanks the departing employee specifically and genuinely for her real contributions during her tenure. The transition proceeds smoothly, the remaining team observes a departure handled with genuine care and professionalism, and the departing employee leaves with a positive, lasting impression of the organisation \u2014 a direct result of treating this period as one deserving genuine attention and respect, rather than as a formality to simply get through with minimal engagement.<\/p>\n

Common Mistakes<\/h2>\n

Immediately withdrawing engagement or reducing responsibilities without genuine cause.<\/strong> This can feel punitive for a decision that’s entirely the employee’s legitimate right, and damages the relationship unnecessarily during what remains a genuine, active working period.<\/p>\n

Treating the notice period as purely transactional.<\/strong> This misses the opportunity to end a working relationship well and reflects poorly on how the organisation genuinely treats people during transitions, as observed by the remaining team.<\/p>\n

Neglecting thoughtful, genuine knowledge transfer before departure.<\/strong> This creates real, avoidable problems for the team once specific knowledge or context is no longer available after the employee’s actual departure.<\/p>\n

Becoming defensive during honest exit conversation feedback.<\/strong> This makes it considerably less likely that genuine, useful insight is actually shared, when receiving feedback without defensiveness respects the employee’s honesty and produces more valuable organisational learning.<\/p>\n

Action Steps<\/h2>\n
    \n
  1. Continue treating a departing employee with the same genuine respect and professionalism throughout their notice period, rather than subtly withdrawing engagement.<\/li>\n
  2. Have an honest, caring conversation about their reasons for leaving, where they’re genuinely comfortable sharing, approached with real curiosity rather than interrogation.<\/li>\n
  3. Work collaboratively on a genuine, thoughtful transition plan for their responsibilities, prioritising real knowledge transfer before departure.<\/li>\n
  4. Communicate honestly with the remaining team about the departure, while respecting the departing employee’s privacy about specific reasons.<\/li>\n
  5. Conduct a genuine, open exit conversation, listening without defensiveness to honest feedback, and thank them specifically for their real contributions.<\/li>\n<\/ol>\n

    Key Takeaways<\/h2>\n
      \n
    • The period between a resignation announcement and actual departure deserves genuine, deliberate management attention, not disengagement treated as a mere formality.<\/li>\n
    • Maintaining genuine professionalism, having honest conversations about departure reasons, planning thoughtful transitions, and communicating honestly with the team all matter during this period.<\/li>\n
    • Immediately reducing trust or responsibilities, treating the relationship as purely transactional, and neglecting knowledge transfer are all common, avoidable missteps.<\/li>\n
    • How a departing employee is treated during notice is closely observed by the remaining team, who reasonably infer how they’d be treated in a similar future situation.<\/li>\n
    • A genuine, open exit conversation, approached without defensiveness, provides valuable organisational insight and a positive, respectful close to the working relationship.<\/li>\n<\/ul>\n

      Handling a Counter-Offer Situation With Genuine Care<\/h2>\n

      If circumstances allow for a genuine counter-offer, presenting it honestly without pressure, and respecting the employee’s own decision either way without lingering resentment if they still choose to leave, protects the relationship regardless of the ultimate outcome.<\/p>\n

      Considering the Timing of Any Public Announcement<\/h2>\n

      Coordinating honestly with the departing employee about when and how their departure will be announced more broadly, respecting their own preferences where reasonably possible, helps them maintain dignity and control over their own narrative during this transition.<\/p>\n

      Conclusion<\/h2>\n

      The period between a resignation announcement and actual departure deserves genuine care and deliberate management attention, rather than disengagement treated as a formality to simply get through. Maintaining genuine professionalism throughout, planning a thoughtful transition collaboratively, communicating honestly with the remaining team, and conducting a genuine, open exit conversation all help this period be handled well, protecting both the departing employee’s genuine experience and the trust of the team who remains and observes how the situation is handled.<\/p>\n

      Why the First Conversation After a Resignation Sets the Tone<\/h2>\n

      How a manager responds in the very first conversation immediately after receiving a resignation \u2014 before any planning or process begins \u2014 sets an emotional tone for the entire remaining notice period, making genuine composure and warmth in that initial moment disproportionately important.<\/p>\n

      The Genuine Value of an Honest Post-Departure Reflection<\/h2>\n

      After a departure concludes, taking honest, private time to reflect on what genuinely went well and what could have gone better in how the situation was handled builds a manager’s own skill for navigating future departures with even greater genuine confidence and care.<\/p>\n

      Recognising That Some Departures Are Genuinely a Cause for Celebration<\/h2>\n

      When an employee leaves for a genuinely exciting new opportunity, framing the departure with authentic celebration and enthusiasm for their next step, rather than treating every resignation identically as a loss, honestly reflects the genuinely positive nature of that specific situation.<\/p>\n

      The Value of a Personal, Handwritten Note Alongside Formal Process<\/h2>\n

      Beyond formal exit procedures, a genuine, personal note acknowledging specific contributions and wishing someone well often carries lasting, meaningful impact considerably beyond its modest effort, leaving a departing employee with a tangible, positive final impression of their time on the team.<\/p>\n

      Handling a Departure That Comes as a Genuine Surprise<\/h2>\n

      A resignation that arrives as genuine, unexpected surprise deserves the same honest, professional handling as one you saw coming, even while processing your own authentic shock privately, since the departing employee’s experience shouldn’t be affected by how prepared or unprepared their manager happened to be.<\/p>\n

      Reflecting Honestly on What the Departure Might Teach You<\/h2>\n

      A genuine, honest departure, especially of a strong performer, often reveals something valuable about broader team or organisational dynamics worth reflecting on honestly, rather than being dismissed as simply an individual choice unrelated to anything within a manager’s own influence or control.<\/p>\n

      Frequently Asked Questions<\/h2>\n

      Should I reduce a departing employee’s responsibilities immediately after their resignation?<\/strong>
      \nGenerally not, without genuine specific cause \u2014 immediately reducing trust or access can feel punitive for a decision that’s entirely the employee’s legitimate right, and continuing genuine engagement respects the ongoing working relationship.<\/p>\n

      How honest should an exit conversation be?<\/strong>
      \nApproach it with genuine, open curiosity rather than defensiveness, since receiving honest feedback without becoming defensive makes it considerably more likely that genuinely valuable insight is actually shared.<\/p>\n

      How much should I tell the rest of the team about why someone is leaving?<\/strong>
      \nCommunicate honestly about the departure itself while respecting the departing employee’s privacy about their specific personal reasons, preventing speculation without oversharing private information.<\/p>\n

      Why does knowledge transfer matter so much during a notice period?<\/strong>
      \nNeglecting thoughtful knowledge transfer creates real, avoidable problems for the team once specific knowledge or context is no longer available after the employee’s actual departure.<\/p>\n

      Does how I handle a resignation affect my relationship with the rest of my team?<\/strong>
      \nYes, considerably \u2014 the remaining team observes how a departure is handled and reasonably infers how they themselves might be treated in a similar future situation, affecting broader trust beyond the individual leaving.<\/p>\n

      Is it appropriate to ask a departing employee why they’re leaving?<\/strong>
      \nYes, generally, approached with genuine care and curiosity rather than interrogation \u2014 a respectful, honest conversation can provide valuable insight, though this should always respect what the employee is genuinely comfortable sharing.<\/p>\n","protected":false},"excerpt":{"rendered":"

      The period between a resignation announcement and departure deserves genuine care, not disengagement. Here’s how to manage it well.<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[19],"tags":[96,9,20],"class_list":["post-5100","post","type-post","status-publish","format-standard","hentry","category-management-skills","tag-employee-transitions","tag-leadership","tag-management-skills"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t\n\t\n\t\n\t\n\t\n\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t