How to Let Someone Go in Q4 Without Losing Your Team’s Trust
Let’s talk about something no one really wants to talk about: letting someone go in Q4.
It’s uncomfortable. It's emotional. And if not handled well, it can ripple through your company culture like a bad fruitcake at the office potluck.
But sometimes, it’s necessary.
Performance isn’t improving. Budgets are tightening. Roles are shifting.
Whatever the reason, you’re facing a tough call as a leader. The question is: how do you handle a Q4 termination without creating trauma or burning bridges?
Let’s walk through it.
Why Letting People Go in Q4 Requires Extra Care
Here’s the reality: laying someone off in October, November, or December hits differently.
You’re not just impacting their job. You’re impacting their holidays, their family plans, and sometimes even their housing or health insurance. Emotions are already high. Financial strain is often at a peak. And people don’t forget how you made them feel.
At Sipley the Best, we’ve supported dozens of employers through year-end terminations, and one thing is crystal clear:
You can let someone go and still lead with empathy. But you’ve got to be intentional about it.
5 Ways to Let Someone Go in Q4 (The Right Way)
1. Do it in October, not November or December
If you’ve been thinking about letting someone go, dragging it out until mid-November or, worse, right before the holidays is a recipe for disaster. It feels harsh, rushed, and avoidable.
HR Best Practice: October gives your employee time to regroup before the year ends and it gives you time to transition smoothly.
2. Offer severance through the end of the year
If you must make the call in late Q4, pay them through December 31st. This is more than just generous, it’s smart business. It protects your reputation, softens the blow, and shows the rest of your team you’re not heartless.
Even if you're a small business without a formal severance policy, find a way to extend some financial runway.
3. Communicate with clarity and compassion
Prepare your talking points. Get HR involved. Schedule the conversation in a private, respectful way.
Terminations are not the time for clarity or closure. Deliver the news and release them. A termination should take no more than 5-10 minutes to review documents and gather personal items.
Your goal: leave their dignity intact.
4. Support the transition with job placement or career coaching
This is where the best employers are stepping up.
We're seeing a rise in companies who not only let people go the right way, but also help them land on their feet. At Sipley the Best, we provide career support services like:
Résumé writing & optimization
Interview prep
LinkedIn profile updates
Job placement guidance
Helping your outgoing employees re-enter the job market with confidence? That’s next-level leadership.
5. Don’t forget the “survivors”
Terminations don’t just affect the person leaving. Your remaining team is watching and judging you. Consider how you announce the separation of employment; email, group call, rumor mill….we advise you control the narrative.
Use this moment to rebuild trust, communicate openly, and affirm your values. Q4 is a great time to review culture goals and remind your team who you are (and aren’t) as a company.
Final Thought: It’s Not Just Business, It’s Human
Letting someone go is hard. Doing it during Q4? Even harder.
But how you handle that decision speaks volumes about your leadership. It’s not about being “soft”. It’s about being strategic and remembering your employees are people with families, responsibilities, and feelings. Being let go is never easy.
So if you’re staring down a termination decision this fall, take a breath. Then make a plan. And if you need someone to help you do it right? We’ve got your back.
Need help navigating a year-end termination?
Let’s make sure you don’t do it alone…or do it wrong.
Book a consultation with Sipley the Best and let’s create a termination process that’s respectful, compliant, and rooted in integrity.