{"id":5896,"date":"2026-06-15T19:14:58","date_gmt":"2026-06-15T19:14:58","guid":{"rendered":"https:\/\/newplace.ch\/?p=5896"},"modified":"2026-06-15T19:14:59","modified_gmt":"2026-06-15T19:14:59","slug":"kuendigungen-fuehren-statt-verwalten-warum-sich-fuehrung-genau-hier-entscheidet","status":"publish","type":"post","link":"https:\/\/newplace.ch\/en\/kuendigungen-fuehren-statt-verwalten-warum-sich-fuehrung-genau-hier-entscheidet\/","title":{"rendered":"Leading Through Terminations Rather Than Just Managing Them \u2013 Why Leadership Is Decided Right Here"},"content":{"rendered":"
\n


\nAn article by Michael Hasler in HR Profi<\/strong><\/p>\n

In many companies, the formal framework for managing separations is well established, yet many separations often fail due to leadership shortcomings. Terminations are frequently handled administratively but not actively managed. Terminations are not merely a process; they are the moment when leadership comes to the fore: The way a company handles terminations reveals how it leads. Effective leadership always takes into account both levels of a conversation\u2014the factual and the emotional.<\/p>\n<\/div>\n

The breach of trust often arises in the run-up to the event<\/strong><\/p>\n

\n

When termination processes are difficult, the cause rarely lies in the actual conversation itself, but rather in the leadership that preceded it. Typical patterns\u2014such as performance reviews that are overly positive and go on too long, a lack of clarity, or the avoidance of conflict\u2014create false expectations. For those affected, the biggest problem is often not the termination itself, but the disconnect in perception. Those who fail to lead clearly in day-to-day work consequently lose credibility at the decisive moment.<\/p>\n<\/div>\n

Keeping an eye on three stakeholder groups at the same time<\/p>\n

<\/strong><\/p>\n

Anyone who handles terminations must always manage three different realities at the same time:<\/p>\n