Letting Someone Go: The Hardest Part of the Job

Letting someone go is the hardest part of running a team—but sometimes, a bum just belongs on a different bus. In this post, we talk about how we handle offboarding at Northern Primrose with dignity, clarity, and a 24-step process that’s always evolving. We also unpack the role of feedback, why cultural fit matters, and why “I take feedback well” isn’t always true in practice.

At Northern Primrose, we’re in the business of building efficient, values-driven teams. We help businesses streamline, scale, and succeed—not just by putting bums in seats, but by making damn sure they’re in the right seat on the right bus.

But sometimes, despite our best efforts, we have to make one of the hardest decisions any company faces: letting someone go.

It’s never easy. In fact, it’s the toughest thing we do. Not because it’s awkward or uncomfortable (though it can be), but because we genuinely care. We don’t just see employees as names on a payroll or tasks in a project management system. We see them as people—with lives, dreams, and families. And when someone isn’t a fit, it’s not a failure. It’s a signal. A sign that this isn’t the right place for them, and continuing to force the fit does more harm than good—for everyone.

Let’s be real: culture matters.

At NP, we operate with a high level of autonomy, accountability, and trust. We expect people to take initiative, communicate clearly, and solve problems before they become fires. That’s not everyone’s jam, and that’s okay.

One of the biggest things we emphasize here is feedback. We give it often—clearly, constructively, and with the intent to help our team grow. And we don’t just drop it and walk away. We offer support, coaching, and guidance to help team members act on that feedback. But here’s the kicker: not everyone actually wants to hear it. Sure, everyone says they’re “great with feedback” on their job applications, but when it shows up in real time—when it’s uncomfortable, unexpected, or challenges their habits—that’s when we find out who really means it.

The ability to take feedback, reflect, and make changes is crucial in our environment. If that muscle isn’t there—or worse, if it’s met with defensiveness, excuses, or silence—it becomes a problem fast. And it tells us something important: this might not be the right environment for that person.

What isn’t okay is keeping someone in a role they’re not thriving in, hoping things will magically improve. That’s not fair to them, and it’s not fair to the team. The truth is, sometimes someone’s bum doesn’t just belong in a different seat—it belongs on an entirely different bus.

When that moment comes, we don’t slam the door and cut the cord. We offboard with dignity, clarity, and a process that’s been carefully developed—and is constantly evolving.

We have a 24-step checklist for employee offboarding.

Yes, twenty-four. Why? Because details matter. We want to make sure nothing slips through the cracks—from practical steps like revoking system access and retrieving company equipment, to making sure the departing team member is fully paid (including any vacation accruals) and knows exactly what to expect.

The offboarding process also includes steps that aren’t about logistics—they’re about respect. We send a formal notice with clear language. We offer space for questions. We communicate with the rest of the team appropriately, without blame or drama. We wrap things up in a way that protects the company and honours the person. That’s leadership.

And we’re not done yet. That checklist? It’s a living document. Every time we go through the offboarding process, we review it afterward. What worked? What was clunky? What could have been smoother? We’re constantly adding to it, refining it, and making it better—because each offboarding experience teaches us something new.

Letting someone go will never feel “easy”—and we’re okay with that. We should feel the weight of that responsibility. We’re not in the business of burning bridges. We’re in the business of building healthy, high-performing teams. And sometimes, that means making space for the right person by letting go of the wrong one—with respect, with care, and with zero regrets.

So if you ever find yourself on the other end of that decision with us, know this: you weren’t discarded. You were simply on the wrong bus—and we genuinely hope you find the one where your seat feels like it was built just for you.

Looking to join the Northern Primrose Team?

Fill out our career form HERE!