The Importance of Endings: Why Organisations Must Learn to Let Go with Dignity

In a world that feels tumultuous, where change is relentless and organisations are constantly restructuring, one critical aspect is frequently overlooked: how we handle endings.

Be it a redundancy, a retirement, or the dissolution of a team or department, too often, companies fail to recognise the emotional and cultural weight of these transitions.

The harsh reality is that many organisations move on too quickly, prioritising the next hire, the next initiative, the next structural change—and in doing so, they neglect the people who (until now) have contributed to their success.

The Consequences of a Poor Ending

Much like a jilted lover or an unhappy divorcee, an employee who feels discarded rather than valued is far more likely to speak ill of the organisation they once worked for. Whether their experience was positive or challenging, their contributions mattered.

Dismissing them without recognition can damage morale, erode trust, and tarnish the organisation’s reputation. Crucially, the people left behind—the remaining employees—are watching. They are noting how their colleagues are treated at the end of their journey, and that, in turn, shapes their own sense of security, loyalty, and engagement.

Owen Eastwood on Belonging and Departure

In his work on belonging, Owen Eastwood explores the psychological need to feel valued and included. Organisations are often good at welcoming new hires, setting them up for success, and instilling a sense of purpose. But what about when it’s time to leave? Eastwood points out that how we say goodbye is just as important as how we welcome someone. If an employee departs feeling abandoned or dismissed, it diminishes not just their experience but also the collective culture of the organisation. A well-handled ending reinforces dignity, fosters goodwill, and, paradoxically, may even encourage future collaboration or re-engagement.

A Masterclass in Classy Endings: Stephen Smith, CEO of L.L. Bean

One of the finest examples of ending well comes from Stephen Smith CEO of L.L. Bean, whom I had the privilege of working for, and interviewing on Coach Class. Steve understood that reputation matters, even—or especially—when an employee leaves. His focus was not just on ensuring operational efficiency, but on making sure that people left with their dignity intact.

A former senior executive at Asda, Steve demonstrated remarkable leadership when dealing with transitions. Even in cases where an individual might not have been a perfect fit, or where performance was in question, his overriding concern was this: manage their exit in a way that preserves their professional reputation. Why? Because how an organisation treats someone at the end sends a powerful message to those who remain. It signals whether this is a place that values people—or one that sees them as disposable.

What Does It Mean to End Well?

Ending well isn’t just about offering a polite farewell or a handshake. It’s about creating an intentional, thoughtful process that acknowledges the individual’s contribution. Here’s what that might look like:

1. Acknowledgement & Appreciation – A simple but sincere expression of gratitude goes a long way. Public or private, it should recognise what the individual has brought to the organisation. My pet hate at Asda was the all company email that said something like: "[insert name of colleague leaving] has left to explore new opportunities, we'd like to thank them for their contribution." Yuk.
2. Clear Communication – A departure should never feel like a mystery or an ambush. Transparency and open conversations ensure dignity is maintained. All to often we let the legal process dictate how we treat the people. While openness for a planned mass redundancy is not always practical, marching people out of the building without allowing them to grab their things is extreme to say the least.
3. Rituals of Closure – Whether it’s a leaving event, a written tribute, or a meaningful gesture, marking the moment helps both the individual and the team process the transition. When my dad completed his treatment for cancer he rang the bell, and walked down a corridor flanked by his nurses and carers. Why don't companies pay leavers the same respect?
4. Future Consideration – Leaving the door open for future opportunities, references, or even an eventual return reinforces a culture of respect and ongoing relationships. How many people who are forced to leave are back within a decade? 25%? 30%? I don't know the stats, but the companies will. On this basis alone, it is bonkers to think how many others would have returned had they not been unceremoniously kicked out the door.
5. Support for Those Who Remain – Leaders must recognise that the impact of a departure isn’t limited to the person leaving. Teams often experience a sense of loss and uncertainty; addressing this is key. 121 coaching, or group coaching, and the ability to air concerns and worries without fear of judgment or retribution is key.

The Case for Humanity in Leadership

In times of upheaval, a little humanity goes a long way. Organisations are not just about policies, profits, or performance metrics—they are about people. When people leave—whether by choice or circumstance—they should be allowed to exit with grace, dignity, and respect. Doing so not only safeguards their reputation but also upholds the integrity of the organisation itself.

In my latest podcast with coach Jo Reeves PCC she speaks about the power of acknowledging endings—whether in work, relationships, or personal transitions. Jo highlights how organisations should handle redundancies with dignity, drawing parallels to sports teams that honour former players.

Honouring an ending gives us an opportunity to clear the clutter for fresh beginnings.

To end well is to acknowledge what is, and pave the way for what comes next. It is a practice that, if embraced, will define the best organisations—not just by how they welcome people, but by how they let them go.