Let's be honest: firing an engineer is one of the hardest things you'll do as a manager. It's stressful for you. It's devastating for them. But avoiding it—or botching the execution—hurts your team's velocity, morale, and your company's trajectory more than the firing itself.

After navigating this process multiple times, here's my playbook for doing it cleanly, ethically, and with minimal damage to your team.

1. No Surprises: Feedback Is Non-Negotiable

If someone is shocked when you let them go, *you failed as a manager*. Period.

Before termination is even on the table:

• Give specific, documented feedback on performance gaps
• Set clear expectations and timelines (e.g., "Improve code review turnaround to <24hrs within 30 days")
• Check in weekly—not to micromanage, but to course-correct

A proper Performance Improvement Plan (PIP) isn't punishment—it's a final, fair chance. And when it doesn't work, the outcome feels inevitable, not personal. Your team will respect that transparency.

2. Exit Immediately—Don't Linger

The conventional "two-week notice" after termination is a trap. Here's what actually happens:

• The engineer mentally checks out (rightfully so—they're job hunting)
• They stop contributing meaningfully
• The team still expects output → resentment builds
• Security risk increases (disengaged employee with full system access)
• Morale dips as others watch a zombie teammate coast

Do this instead: Hold the conversation with empathy. Then:

• Revoke GitHub, AWS, Slack, and prod DB access *immediately* after the meeting
• Have IT/HR ready to walk them out (or remote-wipe devices if distributed)
• Don't make it punitive—frame it as a clean break that respects everyone's time

Yes, it feels abrupt. But prolonging the agony helps no one—least of all your remaining engineers who need to ship.

3. Pay for the Transition—It's Cheap Insurance

If you're asking someone to leave *today*, you owe them runway. Offer 2–3 months of severance. Why this pays off:

For startups: this isn't charity. It's operational hygiene.

4. One Caveat: Know Your Legal Constraints

This playbook assumes at-will employment (common in the U.S.). If you're in the EU, UK, or other worker-protected jurisdictions, immediate exit may violate local law. *Always* loop in legal/HR—but push back on "standard 30-day notice" if it actively harms your team. There are often compliant alternatives (garden leave, paid leave during notice).

The Bottom Line

Firing well isn't about being cold—it's about being clear.

• → Give feedback early.
• → Decide decisively.
• → Exit cleanly.
• → Compensate generously.

Your team is watching. How you handle the hard exits defines your culture more than any values poster ever will.

Engineers remember how you treated the person who left. Make sure they remember respect—not ambiguity.