Exit

In leadership, we often talk about how to build winning teams. We focus on talent acquisition, onboarding, and how to foster a culture where people can thrive. But equally important is how we manage exits. In many ways, how we let people go is as critical as how we bring them in.

Exits are inevitable. Whether it's deselection, a change in direction, retirement, or a performance-based decision, people move on. Transitions are inevitable, and championship capable systems handle transitions with as much attention as the entry and performance.? It is how leaders manage these moments that defines the culture and long-term performance of an organisation. Too often, exits are treated as transactional events when in reality, they represent an opportunity to reinforce values and ensure the continuity of high performance.??

A thoughtful, respectful exit process not only honours the individual leaving but also sends a strong message to those who remain. It shows that the organisation values its people, not just for their results, but for their contribution and life after they leave.? When exits are handled poorly—without communication, empathy, dignity or care—it can damage team morale and undermine trust.? It matters.? Having been involved in dozens of Olympic reviews and hundreds of interviews, how deselection is handled is one of the key aspects that is raised most often after every Games.? The best performance cultures stand out as doing this well.

People come and go, but the ones who leave with respect and dignity remain a part of the team’s legacy and often return to contribute back.? Their exit, handled with care, shows the younger players that the team values everyone from start to finish. Everyone notices the exit!? As one athlete said, ‘we win a lot here, but we all know once we stop performing it is a fast and cold ‘goodbye’.? Deselection hurts, but how it is handled often hurts more than the decision.

The exit is a moment where leadership is tested. It’s easy to bring people in when the energy is high and the future looks bright. But maintaining performance requires handling the tough moments with equal care. In my experience leaders who can manage exits with grace, clarity, and respect foster a culture of trust and long-term loyalty.??

So, as you think about high-performance leadership, do you focus most about bringing people in and up?? Pay close attention to how you manage the exit. The power in creating legacy is also in how you let go.?

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