“How to Fire Someone the Right Way: A Just and Moral Approach to Letting Go”
TJ Kastning
Promise:
Firing someone is one of the hardest parts of leadership—but it doesn’t have to wreck your conscience or your culture. Here’s how to do it with clarity, dignity, and zero regrets.
The Stakes Are Higher Than You Think
Letting someone go isn’t just a business decision. It’s a moral act.
In construction, where loyalty runs deep and teams feel like family, firing can feel like betrayal. But dragging it out? That’s betrayal too—of your mission, your team, and sometimes even the person you’re trying to protect.
Like leaving a cracked beam in place because you’re scared to pull it—eventually, something collapses.
When Firing Is the Right Thing to Do
You don’t fire someone because you’re angry.
You fire them because they can’t (or won’t) meet the standard—and that gap is causing harm.
Here’s when firing is just:
- Persistent performance failure, despite clear expectations and support.
- Integrity breaches—lying, blaming, cutting corners.
- Toxic behaviors that erode team trust or morale.
- Mismatch of values or capacity, where no role-fit or growth path is working.
Not every situation is black and white. But if you’re asking everyone else to carry the load of one person’s misalignment, you’re not leading. You’re enabling.
Why Leaders Delay—and Why That’s a Problem
Most leaders avoid firing out of fear: fear of being the bad guy, fear of legal blowback, or fear of disruption.
But here’s the cost of delay:
- Top performers grow resentful
- Culture erodes quietly
- Accountability collapses
- The struggling employee stays stuck
It’s like avoiding a tough call on-site. Problems don’t disappear. They just go deeper underground.
The 3-Part Framework for a Just Firing
1. Clarity Before Compassion
If expectations haven’t been clear, you’re not ready to fire.
Make sure:
- The role was defined
- The feedback was specific
- The chance to improve was real
Otherwise, you’re firing from frustration, not from fairness.
2. Compassion Without Compromise
When it’s time, be direct—but human.
Script it like this:
- “We’ve had multiple conversations about X.”
- “We’ve tried A, B, and C to help you improve.”
- “At this point, this role isn’t a fit, and today will be your last day here.”
Let them keep their dignity. Offer references where appropriate. Offer resources if you can.
3. Closure With Purpose
Don’t vanish after the meeting.
Meet with the team. Share only what’s necessary, but don’t sugarcoat it.
Say something like:
“This was a difficult decision, but it was made to protect our standards and our team. Our commitment to clarity and accountability doesn’t stop with this.”
That’s leadership.
What Firing the Right Way Builds
- Trust—your team sees you’re fair, not flaky
- Alignment—your standards get sharper
- Health—you stop bleeding energy on what’s not working
- Growth—the seat opens for someone who can thrive
Sometimes, the best gift you can give someone is clarity. Even if it hurts in the moment.
Letting Go Is Part of Leadership
Being a moral leader doesn’t mean being soft.
It means being clear, courageous, and kind—in that order.
Letting someone go may never feel good. But when it’s done right, it feels clean. And that’s the mark of integrity.
Want help building a stronger team from the start?
Schedule an exploratory call with Ambassador Group to talk about your recruiting needs. We’ll help you:
- Hire for alignment, not just skill
- Set clear expectations from day one
- Build the kind of culture that makes hard decisions easier
You’re not just building projects.
You’re building people.
Lead with courage—and your crew will follow.
