"Well nobody likes being fired. But if we protect the reputations of both the individual and the organization, we'll minimize the pain. We just need to treat the people with respect. Conversely, using the phone or email, just damages our reputation and the individual's. When we forget about respect, the process tends to take over--which is unlikely to be a good thing. Through respect, we can make it humane and build everyone's reputation, in spite of the pain." -- Simon Hayward
"I think the trick to giving difficult feedback to a senior person or anybody who is in a leadership position is to first tell them how they are valued and how they are actually contributing really well to the organization. And then very quickly move into more coaching mode and explain with great specificity and examples, how they can be better, both for themselves and the organization as a whole." -- Aaron Kwittken
"Nobody likes firing people; it's pretty unpleasant. But you can't let your feelings interfere with you doing a good job. A good job, in my opinion, is concise, direct, and with respect for the feelings of the person being fired. To do that, the first thing you go to do is absolutely avoid beating around the bush.
" 'Hey, I think this is right.' And you're, 'Hey, I think this is right.' And then we'll just argue which is right forever? The right way to do it is to say, 'Alright, let's try both. And then we'll judge the end results by which one we actually think is more successful.' And you have to be willing to be selfless, which goes to giving up work, not falling in love. So if the other person is right you should just be like, 'Yeah. Alright, you are totally right--that's a great idea,' in the end.