What to Say
| Topic | Safe Approach |
|---|
| Why Leaving | Focus on pull factors (new opportunity) not push factors (current problems) |
| Constructive Feedback | Frame as organizational observation: "The team would benefit from clearer career paths" |
| Manager Feedback | Be specific and balanced: "I appreciated X — one area for growth is Y" |
| Company Strengths | Genuinely share what worked — shows professionalism and perspective |
What NOT to Say
| Don't | Why |
|---|
| Burn bridges | Industries are small — your paths will cross again |
| Trash individuals | Name systemic issues, not people — personal attacks follow you |
| Share new comp details | No upside — creates resentment, may violate NDA |
| Make ultimatums | If you're leaving, leave. Counter-offers rarely end well long-term |
Offboarding Checklist
| Task | Why |
|---|
| Write handover doc | Your projects, contacts, processes — leave them better than you found them |
| Connect on LinkedIn | Do this before you leave — once you're gone, it's harder |
| Send farewell email | Warm, grateful, include personal contact — people WILL reference-check you later |
Pro Tip: Exit interviews are not therapy. Give 1-2 pieces of constructive, forward-looking feedback. Everything you say may be shared with your boss, their boss, and HR — frame accordingly.