The Resignation Conversation: Why Leaving Doesn’t Mean Disloyalty

The Resignation Conversation can be one of the most pivotal moments in an executive career. With long tenure, teams relying on your leadership and projects mid-stream, the prospect of resigning can feel overwhelming. Yet when handled correctly, a resignation should not be feared, and it does not constitute disloyalty. It is a natural part of professional life, and when managed well, it can set both you and the organisation up for success.

Running Towards, Not Away

Early in my career a mentor gave me advice I have never forgotten: “Always make sure you are running towards something, not running away.”

That framing makes all the difference. Running towards could mean a new role, a well-earned career break, a move to a new location, or time to support family. What matters is clarity of purpose. If you approach resignation from this mindset, you can walk into the meeting with conviction.

Fundamentals of a Good Resignation

Regardless of seniority, the fundamentals remain the same. A decisive resignation, in line with your contract, and a willingness to present a proactive transition plan, makes you a good leaver. That, in turn, removes any reason to feel guilt or disloyalty.

For executives, the following principles are particularly important:

• Be definite. Use clear, decisive language: “I have made the decision” rather than “I was thinking.” Ambiguity only prolongs the conversation and invites misinterpretation.
• Lead with your decision. Announce it right at the start of the meeting. Do not delay until halfway through, your stakeholder deserves clarity upfront.
• Make it one-to-one and (where possible) in person. Resignation is personal. It should never be announced in a group setting. If multiple stakeholders need to know, begin with the primary stakeholder and then communicate sequentially.
• Allow time for reaction. You have probably taken weeks or months to reach your decision; your manager is hearing it for the first time. If their immediate response is negative, do not take it personally. Give them space to absorb it.
• Bring a transition plan. Whether it is succession options, project handover ideas, or thoughts on timing, show that you have considered how to make the process smoother. It signals respect and professionalism.
• Leave with a resolution. End the meeting with clarity: next steps, timing, and how you will support the transition.

A Note on Counter Offers

While counter offers can be tempting, especially when they involve a jump in remuneration or improved conditions, they do not address the fundamental reasons why you reached this point. If you have to resign to get what you need, it can lead to an erosion of trust and the underlying problems which prompted your original decision will likely persist.

Final Thoughts

When handled correctly, a resignation is not disloyal. It is a professional decision that, managed with decisiveness, clarity, and goodwill, shows respect and professionalism. That same mentor I spoke of earlier also told me that regardless of what you may have achieved across your tenure, people will remember you most for how you leave the organisation. Present yourself as a good leaver, definite, prepared, and respectful, and you will ensure a smooth transition while protecting the legacy of your contribution.

Resignation is not an end, but a beginning. For leaders, it opens new chapters, and for organisations, it is the opportunity to think strategically about succession. If you would like to discuss how TRANSEARCH supports individuals and businesses through executive transitions, I would be glad to connect.