Leaders: Here’s how to navigate employee notice periods, gracefully

When an employee hands in their notice they enter an interim state that sits between ‘has resigned’ and ‘has left’. Sometimes that involves a lengthy notice period that allows time for planning and carefully thought-out handovers. Sometimes it involves an immediate exit from every aspect of the organisation. Whatever the circumstances and the notice period, that liminal space is full of opportunities, many of which are often missed, to strengthen, or weaken, your leadership, your teams and your organisation.

What follows is a version of a story we’ve heard many times. You may recognise a version of it yourself. As you read, consider the cost to individuals, teams and organisations.

Katherine had spent four successful years as a European Sales Director in a multinational organisation. Head-hunted into the role, she exceeded targets and was well respected by both peers and her team.

When a change in personal circumstances required her to resign, the response was swift. Her standing with the executive team palpably shifted. Her input was no longer sought, and her departure was treated as a betrayal rather than a life decision. Her team grew anxious about what would come next, yet when Katherine tried to support them, she was told their future was no longer her concern.

Weeks into her new role, the experience still dominated her thinking. What stayed with her was not the transition itself, but how quickly her contribution had been erased and how poorly the ending had been handled.

A well-led ending stabilizes the system. Conversely, it’s a period that when poorly managed, has consequences that continue to have an impact long after the employee has left. Consider for example, the hidden costs of loss of knowledge, dips in morale as teams adjust. Stress levels rise as teams take on additional work, perhaps whilst anxiously wondering whether this will become a long-term expectation.

Add to this the fact that your employees are quietly watching and receiving unspoken signals about how they are valued and what to expect from their leaders. And then there is the reputational cost as external stakeholders observe behaviours and hear stories and make judgements.

How this time is handled sends ripples through and beyond the organisational system, shaping trust, stability, and the beginnings that come after it. Why is it then that these opportunities are often missed?

In Katherine’s story, it is clear that leaders allowed their own reactions to cloud their handling of her exit. This is why when it comes to handling notice periods with grace, it is crucial that leaders look at their own relationship with endings first.

Start with self   

Consider your own reactions to resignations. How have you felt when you received notice? Pleased for them personally yet irritated by the burden? Quietly relieved that an unresolved situation has finally moved?  Anxious that others might follow? It is unlikely to be just one feeling.

Resignations often trigger strong and sometimes conflicting internal responses. When these aren’t given proper consideration, leaders may be transmitting that all is well but giving away how they really feel in their actions, language or tone. A leader who is more aware of their own tendencies and give themselves space to manage their emotions will be better equipped for the moments when a resignation lands on their desk.

A leadership blind spot   

Another reason for this blind spot is that leaders are not taught about endings. With the exception of Willam Bridges’ “Transitions” there is very little in leadership literature that actively addresses notice periods beyond the processes involved.

Even leaders who recognise this might still go on to avoid addressing the ending or handling it well. This is often connected to the emotional and relational skills of leadership, and the extent to which those have been valued and learned during their leadership development journey.

With vulnerability and loss a feature of endings of any kind in organisations, it’s important therefore, for leaders to bring structure not only to their practical planning for what comes next, but to the leadership skills and qualities that best serve the individuals and the organization during these times.

With that in mind, here are four steps to navigating a notice period gracefully.

1. Reality
   The first task is to name what is happening honestly, clearly and fully, acknowledging all the implications of this change.
   This level of clarity gives leaders the opportunity to fully orient themselves. It answers practical questions, challenges assumptions and reduces speculation.
   There is often complexity involved in someone leaving and often much of this can’t be talked about openly and publicly. This can, in turn, lead to an assumption that the best thing to do is say little and move on quickly, in case it raises awkward moments or questions. Pause and take time to name all the tricky and nuanced elements of this new reality.
   A starting point: Name everything that is changing for everyone affected.
2. Emotions
   Emotion is present in every ending, whether leaders engage with it or not.
   When emotion is ignored, it doesn’t disappear. Leading notice periods comes with the recognition that the navigation of endings, including the resulting change and difficult conversations, cannot be wholly outsourced to specialist departments. Leaders who know all this, lessen the risk of those emotions showing up in unhelpful ways and at unhelpful times. It can be daunting for leaders to make space for strong emotions, both for themselves and in support of their organization, and yet leaders that take responsibility for doing so can open up so many more possibilities.
   A starting point: Start by working through your own emotions. Ensure space and support is available to anyone who needs it.
3. Accomplishments
   Marking what has been contributed is an essential component of a well-led departure. It reassures the system that effort is noticed and that people are not erased the moment they decide to go.
   Acknowledging accomplishments tend to be straightforward when things have gone well and gets difficult when the departure is complex or controversial. Naming contributions matter to the person leaving and to those who remain.  When this opportunity is mishandled, it can have long-lasting consequences for individuals and teams trying to focus but finding themselves repeatedly lost in thoughts and feelings that their contribution has not been recognized.
   A starting point: Take care to acknowledge the contribution someone has made over their full tenure.
4. Ritual 
   Ritual provides closure. In organizational life, this means marking an ending deliberately so the system can reset.
   Well-designed ritual signals fully account for the contribution, and signal respectful completion. It allows attention to move forward rather than remain quietly anchored in what has not been finished. This does not necessarily require grand gestures, however they need to be truly personalized as standardized rituals lack impact and can do more harm than good.
   A starting point: Fully consider what will make a meaningful farewell for this individual.

Beginning Well: Leading the Team Who Stay  

A notice period is not simply something to be managed efficiently or endured quietly. It is an opportunity to role model emotional maturity and leadership. Whilst people move on, cultures endure, and how notice periods are handled teaches people what kind of organization they are part of. A well led notice period strengthens trust across the system and paves the way for future success.

Written by Alison Lucas. Have you read?
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