Layering a Team Member

C.U.B.E. for Conflict

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Best Practices for Layering a Team Member

  • Ideally have this conversation in the morning early in the week. It gives them time to adjust to the new reality without stewing over the weekend
  • Share any important context, e.g. “I consider you a friend and this is a difficult conversation.”
  • Name the elephant. “John, I have decided to hire someone as Chief People Officer. I’d like you to stay as Head of People Operations and be part of the interview process. I’m hoping we can find someone that you will enjoy working with and will support your career ambitions.” 
  • The ideal is to include them in the recruiting process and pre-negotiate their new title and role. If they are a flight risk, this may not be possible.  Apologize if you couldn’t include them.
  • Clarify that the decision has been made, where you are in the recruiting process, what you are offering them, and what is still to be decided, e.g. the transition, title, etc.

C

REATE CONTEXT & OBJECTIVES

  • You can appreciate them for their contributions if it’s authentic and clarify that you want them to stay. 
  • Let them know that you are committed to their success, willing to invest in their development and their career, and want to make the transition smooth for them in a way that protects their dignity.
  • Ask them if there is anything that they want to share with you. Listen to and appreciate their view even if it’s inaccurate.

NDERSTAND EACH OTHER’S WORLDS… THEIR WORLD FIRST

U

  • Brainstorm options for: 
Their role 
The recruiting process
Communications, e.g. how the leadership team and their team will be informed, how to make the transition smooth, preserve their dignity, etc.

B

RAINSTORM OPTIONS

  • Appreciate how the person is handling the conversation. 
  • Decide and fully align on clear next steps. 
  • Schedule a follow up meeting for the next day to check-in. In that meeting, ask them to inform you if/when they are going to look for a new job elsewhere.

E

ND WITH COMMITMENTS

Common Mistakes for Layering a Team Member

  • Breaking their trust by not letting them know earlier or not including them in the recruiting process.
  • Telling too many execs before you tell them. You don’t want them to find out from other people that you are layering them.
  • Not being clear up front that the decision has already been made and where you are in the recruiting process.
  • Not knowing the specifics of what you can offer them, e.g. title, compensation, role, incentives, role in recruiting, etc.

C

REATE CONTEXT & OBJECTIVES

  • Not taking responsibility for any role you may have had in their failure.
  • Not empathizing with their emotional response even if you disagree with their perspective, e.g. you didn’t give them enough time to prove themselves.
  • Thinking that they will be logical and be able to hear your reasoning.
  • Not being able to be compassionate, their anger or upset.

NDERSTAND EACH OTHER’S WORLDS… THEIR WORLD FIRST

U

  • Underestimating the importance to them of next steps and retaining their dignity: title, participation in meetings, or how the team will learn (communications).

B

RAINSTORM OPTIONS

  • Not letting them know you support them on the personal level even if their role is ending.
  • Not being clear about next steps and checking in.

E

ND WITH COMMITMENTS

View the Cube Prep Sheet in Google Doc.

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