Maybe you suspected something wasn’t quite right. Or maybe it was a total shock.

Whatever the scenario, a sudden resignation and the weeks that follow can be a disruptive time for any team, especially in close-knit NFPs.

And it can be particularly difficult for a manager or team leader, as you try to juggle the demands of recruitment while minimizing the impact on other team members. But despite the challenges, this period also presents a valuable opportunity for learning and growth.

In a recent article in the Harvard Business Review, experienced executive coach Rebecca Zucker offers some expert advice on how to effectively manage an abrupt resignation, and the transition period that follows. Here are some of the key takeaways for NFP-sector organisations to guide you through the process:

1. Notice and manage your own emotions

When you first get the news you might feel shocked or angry or disappointed or frustrated, but remaining professional is crucial. In the NFP sector people often move between similar organisations, so even if someone is leaving today, there’s some likelihood that you might end up working with them in some capacity in the future.

So it’s important to maintain your relationship – ask the team member about their future plans, and keep the tone warm and friendly.

If you are feeling upset, it’s okay to acknowledge your feelings and say something like, “I’m sad you’ve decided to leave, but it sounds like a great opportunity.”

2. Be curious, and show your support

Maybe it was simply a better offer. Or maybe it was a problem that you can actually solve reasonably simply – for example a change in their personal circumstances could be accommodated by offering more flexibility, moving from full-time to part-time, or an unpaid leave of absence. The employee might not have considered these sorts of options.

If they decided to quit due to job dissatisfaction, make sure you note any issues that might also be affecting other team members, and consider how these can be improved in future.

3. Consider a counter-offer – either financial, or a different role

If it was a better offer from another job, consider whether you might want to make a counter offer. If your budget can afford it, and they’re an employee you want to keep, it may be better and actually cheaper to increase their salary, rather than spending months on recruiting and onboarding a replacement.

But if the person has made their decision to leave, it can be hard to get out of that headspace, so don’t push it if they are clear on their decision.

4. Discuss their notice period

An employee’s award, employment contract or enterprise agreement will specify the minimum notice period they must give. But depending on their reasons for leaving, your team member may be able to offer you some extra time beyond the requirements of their employment contract. This can help significantly by reducing the gap until a replacement can be found for their role.

Negotiate, but don’t automatically expect flexibility, as they may already have another start date.

You’ll also need to be clear on what’s expected from the team member now that they’ve resigned, and what the organisation’s general requirements are for employee resignations.

5. Communicate the news to the rest of your team

Work with the departing team member to find the best way to communicate the news.

Whether you make an announcement at a team meeting, or someone in management speaks to each team member individually, discuss how to communicate the departure in a way that is honest, open and shows that you’re working hard to make the transition as smooth as possible for everyone.

6. Make a hiring plan

You might want to advertise the job, or consider someone else for an internal promotion. It’s also worth asking other team members for input on the skills, experience and qualities they think are needed for the position, and if they know anyone who might be suitable.

7. Consider what knowledge might be lost

In an ideal world, the departing team member would be around long enough to do a handover to their successor. A more likely scenario, however, is that you’ll need to record handover knowledge as best you can.

This can be an opportunity to engage or develop other team members – for example, you can ask others if there’s an area of the departing person’s role that they’d like to learn more about, and ensure this knowledge transfer happens before they leave.

8. Consider an exit interview

Consider doing an exit interview with the departing employee. Even if what they have to say is difficult to hear – or if you think their reasons for leaving are unfair or wrong – they may still have valuable insights into how to improve your organisation’s processes or culture that remaining team members might be much less willing to be honest about.

If your organisation doesn’t have a clear policy about who should conduct an exit interview, remember that you or the direct manager of the person leaving might not be the best person to conduct the exit interview. Someone neutral (often an HR representative or another manager) will put the interviewee more at ease and provide you with more valuable information.

9. Celebrate

When your team member’s last day comes around, don’t forget to celebrate. Whether it’s simply cake at morning tea or a night out, get your team together to thank the person leaving and wish them well. And this isn’t just about the person who’s leaving – it’s about the people staying too.

10. Reflect

Finally, take time to reflect on what you’ve learnt through this period. Having a growth mindset and considering how you can personally and professionally grow and learn from the experience can mean it ends up being an overall positive experience for you and your team.

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