For leaders, some decisions are more than just business—they’re deeply personal. One of the hardest? Saying goodbye to team members who are not only talented but also aligned with the company’s values.
Dick Arnel Sevilla, Certified Management Accountant, knows this reality all too well.
“Sometimes, you have to make tough decisions and you have to be ready to stand for it,” Sevilla tells Financial Adviser PH.
It’s a moment no leader looks forward to, but one that can define credibility, protect the organization’s future, and reinforce the standards that keep a team strong.
When good people have to go
Letting go of someone who isn’t a cultural misfit or an underperformer, but a valued contributor, is among the most difficult calls a leader can make.
In Sevilla’s experience, these situations often arise due to shifts in business priorities, economic pressures, or structural changes—factors outside the employee’s control.
“When the situation or circumstances call for it, I have to act in a way that protects the organization’s goals,” he says.
Balancing compassion with responsibility
For Sevilla, the process begins with empathy, but it must also be anchored in the responsibility to the broader team and company.
He believes the key is to communicate clearly and respectfully, ensuring the individual understands that the decision is about circumstances—not their value as a professional or a person.
“It’s about making sure they leave with dignity,” he explains. “People watch how you treat others in tough times, and that affects trust across the whole team.”
Why avoidance can damage the team
Sevilla warns that delaying difficult decisions can have ripple effects that weaken the organization.
If a leader holds back out of discomfort, resources may be stretched thin, performance standards can slip, and morale can suffer among those who remain.
“When leaders shy away from acting, they risk losing the respect of their people,” he says. “Sometimes, protecting the team’s integrity means making a decision no one wants to make.”
Standing by the decision
One of Sevilla’s core leadership lessons is that making the tough call is only half the challenge—the other half is standing by it.
“You can’t waver once you’ve made the decision,” he says. “If you believe it’s right for the organization, you have to commit to it and communicate it with confidence.”
That conviction helps maintain stability and prevents second-guessing from undermining the decision.
Protecting morale after a tough exit
Leaders must also recognize the emotional impact on those who remain. Sevilla addresses this by reinforcing the team’s shared purpose and showing that the decision was made with the organization’s long-term health in mind.
“When I deal with difficult situations like this, I make sure to re-establish our commitment to the organizational goals,” he explains.
This helps shift the focus from loss to forward momentum, keeping the team engaged and aligned.
The leadership takeaway
Sevilla’s philosophy is clear: leadership isn’t about avoiding hard choices—it’s about making them with integrity, empathy, and accountability.
“Sometimes, you have to make tough decisions and you have to be ready to stand for it,” he repeats.
While these moments may be the most challenging in a leader’s career, they can also be the most defining. Done well, they strengthen trust, reinforce the organization’s values, and prove that leadership is about more than just driving results—it’s about protecting the team, even when it hurts.
