Last week, we unpacked key ideas for building a church hiring playbook. This week, we turn to the less exciting — but equally critical — side of the people equation: a church firing playbook.

There’s no one-size-fits-all approach to staff transitions and trying to force one can do more harm than good. Still, some guiding principles can help ensure every exit is handled with wisdom, grace, and clarity. Join us as we navigate this challenging but necessary aspect of church leadership.

 

Are you sure it’s over?

• Staff may quit prematurely when burned out. They might simply need rest, a coach, and a clear plan to get back in the game in a healthy way.
• A PIP plan or loving correction is what needs to happen to right the ship.
• Remember though these people are your employees, you are still their pastor, and firing situations must be saturated with care and consideration.

 

Get the facts straight and in writing if possible

• Carefully document what is being said and agreed upon.
• Communicate with your board, elders, and remaining staff.

 

Have the difficult conversation – leader hat vs. shepherd hat 

• Business-like. Short. Here’s what’s happening. Here’s why. Here’s what’s next.
• The shepherd part of you can create confusion here.

 

Never throw mud

• Creating a church culture where only “evil people” leave or are exited is a mistake.
• “Take the high road and give God something to bless.”

 

Fill in the blanks before the congregation does

• Announce significant staff departures from the platform as well as in some type of writing to the congregation.
• Remaining staff, elders, deacons, team leaders, and the departing team member’s direct reports should know about the transition ahead of time.
• Use integrity when communicating the departure.

 

Reassure the people affected by the change

• “What’s going to happen next? Is there a plan?” Communicate your plans to fill in gaps.
• Be honest, and don’t make promises you aren’t certain you can keep.

 

Construct a kind, thoughtful severance package

• Consult with your board about what is both fair and kind as the staff member leaves.
• Be specific with the terms of the severance package.
• Put severance terms in writing. Tie them to the departing staff member’s commitment and follow-through to protect the health of the church.
• Pay severance on a regular payroll cycle.

 

Consider an exit interview

• It’s possible the data you gather will be area for growth for both you and the organization.

 

Manage your own heart and thoughts

• Resist the temptation to beat yourself up.
• Learn what you can, try to make amends where necessary, and move forward.