Despite the circumstances or timing, when a key person leaves, whether it is a worker, supervisor, manager, or executive, it can reek havoc to the morale, operations and even the customer service dimensions of the enterprise. Having worked in and with business, healthcare and nonprofit organizations for over 25 years and numerous economies, let me offer the following "to do's" to minimize the downside of losing anyone.

When it's a surprise:
Issue a statement. Don't pretend it didn't happen. Issue a statement.This shouldn't be cold and by memo but sincere and face-to-face through special employee gatherings throughout the day or couple of days (depending on the size of the enterprise)

Give reasons that indicate enterprise values and an amicable parting. This is not a time of vindictiveness or name-calling. Take your time and craft a message that speaks to the values, direction, and mission of the organization and how the departing manager no longer felt an alignment with them. State that the departure is on the best of terms and you wish him/her well.

Rally the troops and give direction and encouragement. This is no time for 'self pity' and a 'woe is me' attitude. Now is the time when remaining workers will want to hear re-affirmation about the direction and strength of the agency. Now is the time for words of "his/her presence will be missed, but we've all got to keep going because our families and customers are depending on us to produce a good product or provide a valuable service!"

Don't bother with exit interviews unless your attorney advises. If your attorney says you need it - fine. I think they're useless, awkward and simply another piece of paper to file away. The manager's departure is obviously because of something they feel is irreparable or they'd have brought it to your attention. At this point, they're not changing their minds and neither are you, so why bother?

When it's not a surprise:
In addition to the above four, add these 3 when the departure is expected:

Provide guidelines for severance that MUST INCLUDE 'parting decorum'. To the departing manager, outline the typical HR and legalese necessary to foster a severance package and clean exit. Go one step further however, and ensure the manager understands there is to be no sabotage, conversation or actions to undermine the organization in their final days OR they may forfeit part or all of their severance package.

Indicate state of retention and hiring and rewarding those left. Let remaining workers understand that there is no 'mass exodus' occurring and that the enterprise continues to be committed to hiring and rewarding the best talent it can find.

ABC - always be cultivating. Learn from the experience. Succession planning for leadership talent should always be a priority as well as always looking for good workers and managers, therefore, if 'the pipeline is full,' you shouldn't find yourself with huge gaps in management talent when someone leaves.

You can see the similarities, regardless of the nature of the departure; however, there are a few more points when there is a greater sense of the 'expected departure.' The departure of any worker is a serious matter, but when that worker is in a key management or leadership role, the ramifications can be severe. Dealing with the people side of any operations is one of the ultimate challenges of a leader. When there is any disruption in that manpower, it is the primary objective of the leader to transition the loss, encourage those remaining, and fill the void with the best available talent PERIOD. Handle hiring, firing and everything in-between, with strategic care and thoughtfulness and your organization's reputation will reap the rewards by minimizing disruption to operations, mission and customer service.