Let them go like ‘Hiddink’, leave them like ‘Ji Sung Park’.
A World Where Resignation Is No Longer Unfamiliar, But a new Daily Normal
On my last day at my first workplace, Hyundai Group, I sent a heartfelt farewell email to about 200 colleagues with whom I’d developed a connection. I reflected on my time of growth and learning, expressing gratitude for the support I had received. Shortly after clicking “send,” an unexpected scene unfolded in the once-silent office. Back in those days before mobile phones became commonplace, even late in the evening, my desk phone began ringing incessantly, emails poured in, and some people even rushed to my office in person. They all asked, “Why? What’s going on? Why are you leaving so suddenly?”
Such warm and personal moments, which now seem rare, feel like something the modern world could use more of. But those days have long since been tucked away in the memories of yesteryear.
Today, we live in a world where resignations have become utterly routine. Off-boarding is now as important as onboarding. Although farewell parties and other rituals associated with leaving have evolved with the times, systematic and positive improvements in the most crucial aspect—exit interviews—are still hard to find. Most exit interviews are formalities, and it’s not uncommon for departing employees to avoid them altogether under various pretexts. Worse, some senior colleagues or supervisors use these meetings as an opportunity to lecture.
Perhaps this explains why genuine communication is so rare during these interviews. The reality is that most companies fail to foster honest conversations in these situations.
Like Hiddink and Park Ji-sung
A few years ago, I watched a TV program featuring an interview with Park Ji-sung, the former captain of South Korea’s national soccer team. He talked about a conversation with his then-manager& head coach, Guus Hiddink, a former Korea national soccer team’s head coach, when Park transferred from the Dutch professional soccer club PSV Eindhoven to the prestigious Manchester United in England.
Both men must have experienced a mix of emotions. Park was leaving the coach who had shaped his career, while Hiddink faced losing a key player and cherished mentee.
Ultimately, Park expressed his determination to leave, saying, “I must go,” and Hiddink sincerely encouraged him, saying, “Go for it.” Hiddink likely had concerns about losing a star player who had overcome early struggles in Europe to become a team cornerstone. He might also have worried about how Park would fare in the far more competitive Premier League. Yet, upon hearing Park’s determination to pursue his dream, Hiddink supported him wholeheartedly.
Having transitioned through several careers myself, this exchange resonates deeply. I’ve had similar conversations with some of the best CEOs I’ve worked with. They would first ask whether I was absolutely certain about leaving the organization, then analyze my situation with insight and offer invaluable advice for future success.
While there are regrettable resignations due to layoffs or performance issues, there are also times when organizations must let go of people they dearly wish to keep. This includes cases where employees voluntarily leave to pursue new career opportunities. How should leaders respond in these situations? Why are we still so inept at handling them? In extreme cases, departing employees are treated like traitors. There’s no celebration or encouragement, and organizations often fail to uncover the true reasons for departure, increasing the likelihood of repeated incidents.
Tips for Leaders on Managing Voluntary Resignations Gracefully and Effectively
Here are a few straightforward yet critical tips for leaders:
Don’t Be a Know-It-All (Do NOT act like a ‘Kkondae’, an old-fashioned traditional teacher)
Avoid patronizing employees with remarks like, “The outside world isn’t easy,” or attempting to dissuade them half-heartedly. Even younger employees may have a better grasp of market trends than you. Especially if you’ve spent your whole career with only a single employer, climbing the corporate ladder and pursuing stability, understanding the mindset of someone seeking new challenges may not come naturally. Listen sincerely, strive to understand their decision, and, if unsure about something, ask questions to gain deeper insights. This approach can help you prevent similar talent losses in the future.
Show Encouragement and Respect
Never make departing employees feel like traitors or wrongdoers. These are mature individuals capable of taking responsibility for their careers. Often, they’ve likely spent considerable time researching the market and seeking advice before making their decision. Even if they occasionally make mistakes, such instances should prompt leaders to reflect on corporate culture and leadership rather than blame the individual. Celebrate their new journey and encourage them toward success. A respectful farewell leaves a positive impression on both parties.
Host a Thoughtful Farewell Event
Reflecting on my own career, I remain grateful for the warm send-offs I’ve received. Even small gestures, such as a modest dinner, a personalized gift, heartfelt messages, or a scrapbook of memories, can leave a lasting impression. These moments remind employees of the great colleagues and workplace they’re leaving behind and foster goodwill among both departing and remaining team members.
Returning to the story of Park Ji-sung and Guus Hiddink, Park continued to thrive in his career, and Hiddink remained a legendary mentor. Even today, they maintain contact and support each other when needed.
There’s no rule preventing us from parting ways as gracefully as they did, nor from maintaining positive relationships after a departure. In a world where over 70% of major companies have shifted to flexible on-demand hiring practices, the war for talent has only intensified post-pandemic. Now more than ever, wise leaders are needed to craft meaningful exit messages and foster healthy corporate cultures, turning farewells into stories of growth and development.
Written by
- Advisor for K-labor law firm
