TL;DR: How to Get a Toxic Employee to Quit (the Right Way)
Managers frustrated with “toxic” employees often search for how to get a toxic employee to quit or how to get rid of unwanted employees. But forcing someone out with shortcuts—like cutting hours or creating a hostile environment—creates legal risk, damages culture, and undermines your credibility.
The better path is to:
- Define “toxic” with facts, not feelings → document red-flag behaviors.
- Use performance management and progressive discipline → set clear expectations, coach, and document consistently.
- Protect your team in the meantime → set boundaries, escalate through HR, and model professionalism.
- Terminate only as the final step → ensure documentation, warnings, and compliance.
Bottom line: Quick fixes backfire. Strong HR systems either improve performance or create a legally defensible separation. That’s how real leaders solve toxic employee problems.
Why Listen to Me?
I’ve sat where you are—staring down a performance issue that drains the entire team and wondering if the only solution is to hope the employee quits. I know the frustration. But I also know the fallout when managers take shortcuts.
I’ve spent decades in HR and organizational leadership, from municipal government to private consulting. I hold a Doctorate in Business Administration, along with senior HR certifications (SPHR) and a Lean Six Sigma Black Belt. My career has been built on one simple principle: leaders deserve solutions that are both effective and legally defensible.
I don’t deal in theory. I’ve helped managers navigate toxic employee situations where the stakes were high, the pressure was intense, and the margin for error was zero. The strategies I’m sharing here aren’t pulled from a textbook—they come from real-world practice, tested in environments where compliance, culture, and credibility all had to be protected.
If you’re looking for a quick hack to “get rid of unwanted employees,” you won’t find it here. What you’ll find are proven systems that take you out of the guesswork and keep you firmly on the right side of the law—while protecting your team’s energy and your reputation as a leader.
Introduction
If you’re a manager, you’ve probably typed something like “how to get a toxic employee to quit” into Google at some point. Or maybe you’ve searched “how to get rid of unwanted employees” after yet another exhausting day dealing with the same person.
You’re not alone. Leading people is hard work, and nothing tests patience like an employee who drags down morale, ignores standards, or poisons team culture. The frustration is real, and the temptation to look for a quick fix—something that makes the problem disappear—is strong.
But here’s the catch: that quick-fix mindset is where legal, cultural, and credibility problems begin. Trying to push someone out the door isn’t leadership—it’s risk management malpractice. The goal isn’t to trick an employee into leaving. The goal is to manage behavior so effectively that the outcome takes care of itself—either through improved performance or, if necessary, a compliant, defensible termination.
This article will reframe how you think about “toxic” employees. You’ll learn why forcing someone out is dangerous, how to identify real red flags, and what systems actually protect you and your team.
1. Why Managers Search for “How to Get an Employee to Quit”
It’s one of the most common searches during workplace conflict: “how to get rid of an employee you don’t want.” Why? Because you feel stuck. You’ve tried talking, maybe even warning, and nothing seems to work. Meanwhile, your team is drained, productivity is slipping, and your patience is gone.
I get it. No manager wakes up in the morning thinking, “I want to spend the day babysitting adults.” The frustration is real—and Googling “how to handle a toxic person at work” is often a cry for help.
Coaching Point: This is a pivotal moment. You can either go down the risky path of subtle pressure and manipulative tactics, or you can step into structured, professional leadership. The second option always wins. It’s not about pushing people out; it’s about applying systems that manage performance and protect you legally.
2. The Hidden Risks of Forcing an Employee Out
So, can a manager force you to leave? The short answer: no—not without exposing yourself and your organization to serious risk.
Some leaders try to “nudge” someone out by cutting hours, assigning unpleasant tasks, or creating a hostile environment. That’s a fast track to a wrongful termination or constructive discharge lawsuit. Courts don’t look kindly on managers who weaponize schedules or workloads.
You may also wonder, “Can you be forced to take your leave?” In limited situations, yes—such as FMLA requirements or administrative leave during an investigation. But using forced leave as a strategy to get rid of someone? That’s a compliance nightmare waiting to happen.
And then there’s the question: “What is a forced leave of absence?” In most cases, it’s a temporary measure tied to policy or law—not a way to sidestep performance management.
Bottom line: Leaders who search for shortcuts are usually signaling a need for better risk management, not harsher tactics.
3. What Does “Toxic” Really Mean at Work?
Here’s the problem with the word toxic: it’s emotional, not measurable. You can feel someone is “toxic,” but courts and HR departments don’t manage feelings—they manage facts.
Instead of asking “how to destroy a toxic employee,” get specific. What are the red flags of employees that require documented action?
- Chronic Negativity: Constant complaining that drags down morale.
- Disrespect: Openly undermining supervisors or dismissing peers.
- Lack of Accountability: Blaming others, denying mistakes, refusing ownership.
- Undermining Trust: Gossiping, forming cliques, withholding information.
Some call this a bulldozer personality at work—someone who pushes through everyone else to get their way. But labels don’t solve problems. Documented, observable behaviors do.
4. Positive Alternatives: How to Outsmart a Toxic Employee the Right Way
Leaders often Google “how do you outsmart a toxic employee” or “how do you shut down a toxic person.” What they’re really asking is: “What strategy works?”
The answer isn’t about clever one-liners or playing chess with an employee’s behavior. The real strategy is using proven HR systems that protect you and the organization.
Here’s how:
Performance Management
- Set crystal-clear expectations for both performance and behavior.
- Coach the employee on where they are falling short and what specific, measurable improvements are required.
- Tie performance to business outcomes—make it undeniable.
Progressive Discipline
- Document every conversation.
- Follow a formal, escalating process: verbal warning → written warning → final warning.
- Show that you gave the employee every chance to improve.
When you do this, one of two outcomes happens:
- The employee improves (best case).
- The employee fails to meet standards, creating a legally defensible path to termination.
That’s how you “outsmart” toxicity—by making the system airtight.
5. When Termination Becomes the Right and Necessary Answer
Eventually, the question shifts from “how to get a toxic employee to quit” to “how do I terminate a toxic employee?”
Termination is not about winning a battle of wills. It’s the final, documented step in a fair process. Done right, it protects you, your team, and your organization.
A legally sound termination requires:
- Thorough Documentation: A paper trail of performance discussions, warnings, and failures.
- Progressive Warnings: Proof the employee knew the issues and had opportunities to improve.
- Compliance with Law: Adherence to federal, state, and local employment regulations.
Some managers look for “how to get a toxic employee fired” quickly. But skipping steps is where lawsuits are born. A strong process ensures your credibility remains intact while the problem resolves.
6. Protecting Yourself and Your Team
While the process plays out, you still have to lead your team. Instead of Googling “how to destroy a toxic coworker in the workplace,” focus on protecting yourself and maintaining professionalism.
So, how do you protect yourself from toxic coworkers—especially when you’re the boss?
- Set Clear Limits: Don’t engage in gossip or personal battles.
- Escalate Through HR: Use the systems available to you; that’s what they’re there for.
- Model Professionalism: Demonstrate the behavior you expect from your team.
Your team is watching how you handle toxicity. Leaders who act strategically and professionally not only protect themselves—they build a culture where toxicity can’t thrive.
Managers often have very specific questions when dealing with toxic employees. Let’s tackle the most common ones head-on.
Frequently Asked Questions
No. A manager cannot legally force you to resign. If a manager pressures an employee to quit by cutting hours, isolating them, or creating a hostile environment, that’s called constructive discharge—and it opens the organization to legal claims. Managers should rely on documented performance management instead of shortcuts.
Employees can only be required to take leave in very specific circumstances—such as FMLA leave, administrative leave during an investigation, or when organizational policies explicitly allow it. Using forced leave as a way to get rid of unwanted employees is risky and usually unlawful.
A forced leave of absence happens when an employee is placed on leave by the employer instead of choosing it voluntarily. It’s most often tied to compliance requirements (like safety concerns or ongoing investigations). It should never be used as a substitute for addressing performance issues directly.
Some of the biggest red flags of employees include chronic negativity, refusing accountability, undermining supervisors, gossiping, and damaging team trust. These observable behaviors—not vague labels like “toxic”—are what managers must document and address through performance management.
A “bulldozer personality” describes someone who dominates conversations, dismisses feedback, and pushes others aside to get their way. While frustrating, managers should avoid labeling and instead focus on documenting specific behaviors. This ensures any discipline or termination process is defensible.
Protecting yourself from toxic coworkers requires boundaries. Set limits, avoid gossip, escalate issues through HR, and model professionalism. Leaders who demonstrate calm, consistent behavior not only protect themselves but also create a culture where toxicity loses its power.
If you can’t stand a coworker, step back and focus on observable behaviors instead of emotions. Address specific performance or conduct issues through formal channels. Document problems, engage HR, and keep interactions professional. Venting or retaliating might feel satisfying in the moment, but only process-driven responses resolve the problem long term.
Final Takeaway for Managing Toxic or Unwanted Employees
Searching “how to get rid of unwanted employees” or “how to get a toxic employee to quit” is a sign of frustration, not strategy. Quick fixes don’t work. They create legal risks, cultural fallout, and leadership credibility gaps.
The real solution? Strong, well-designed HR systems. Systems that manage performance, document behaviors, and resolve situations fairly—either through improvement or compliant separation.
So, the next time you’re tempted to type “how do I terminate a toxic employee” into Google, remember: the answer isn’t in a shortcut. It’s in building processes that protect you, your team, and your organization.
Faulkner HR Solutions specializes in designing and implementing those systems—so you never have to rely on hope, luck, or Google searches to solve your toughest employee challenges.