The Challenge

Our client, the CEO of a Canadian company, needed advice on how to achieve an amicable and politically palatable separation with his VP of Sales.

Although he had a handshake agreement with his VP regarding a separation package, it had never been formalized and as a result, the VP was in the driver’s seat. He had begun to dictate the terms of his separation from the company. Without any success in finding another job, he wasn’t leaving until his demands were met. And unlike the CEO, he had documented all of the circumstances.

The Solution

The CEO called The Center Group for some emergency “situational coaching.”

It was clear to us that the CEO needed to take control. But how? We recognized that there was a substantial risk of wrongful termination unless our client proceeded very cautiously (especially considering that the VP had protected class rights). We advised the CEO to do everything in his power to restore the relationship so that the VP could walk away feeling that he had been treated fairly. From tips on how to initiate the discussion to talking points on the major issues to suggestions for exit questions, we guided the CEO through every step.

Without animosity, and without tarnishing the reputation of his company, our client negotiated a mutually agreeable separation. We also provided guidance on best practices that would help him avoid similar situations in the future.