Prepare for someone leaving.

Who is leaving, and how?

Name, role, and type of exit — resignation, company-initiated, end of contract, mutual agreement. One sentence on the context.

Was this a surprise — and do you think it's a surprise to them?

For a resignation: did you see it coming? For a company-initiated exit: has this person received clear feedback about the gap? The answer shapes how you hold the conversation.

What do you need to say — and what do you want them to leave feeling?

Not the logistics. The human part. What matters to you about how this ends? What do you want them to carry forward about the time they spent here — or about you as a manager?

What does the team need to know — and when?

You don't need to share everything, but silence creates rumours. What will you say, to whom, and how soon? A sentence or two is usually enough.

What's the hardest part of this conversation for you?

The thing you keep rehearsing. The emotion you're not sure you're ready for — yours or theirs. Naming it now means it's less likely to run the room.