Workplace dynamics can be complicated, especially when performance concerns arise. If you spoke with a manager about a colleague’s performance and it ultimately led to their resignation or termination, it’s natural to feel conflicted. But should you feel bad about it? The answer depends on several factors, including intent, fairness, and accountability.

Understanding Your Role in the Situation

Before letting guilt take over, it’s important to assess the circumstances:

• Was your feedback honest and objective? If you shared truthful observations about work performance without exaggeration or personal bias, then you acted within reason.
• Were you asked for your input? If a manager approached you for feedback, providing an honest answer is part of maintaining workplace integrity.
• Did you have malicious intent? If your goal was to undermine or harm the person, then guilt may be warranted. But if your concerns were legitimate, then the outcome was not solely your doing.

The Reality of Workplace Accountability

Every employee is responsible for their own performance. If a company decides to let someone go after hearing feedback from multiple sources, it likely means there was already a pattern of issues. Organizations do not typically fire employees based on a single conversation but rather on documented performance concerns.

Additionally, if your input helped reveal a serious problem—such as repeated errors, lack of effort, or workplace disruptions—then the decision to act on that information was in the company’s best interest. Employees who are not meeting expectations can impact the entire team’s workload and morale.

When It’s Okay to Feel Uncomfortable

While you may not be responsible for the final decision, it’s understandable to feel uneasy if:

• You weren’t sure if the information you shared was accurate.
• The person had personal struggles affecting their work that you weren’t aware of.
• It felt like management was looking for a reason to fire them rather than addressing issues constructively.

In these cases, reflecting on how you approached the situation can help you grow. If given the chance again, you might handle it differently by offering solutions or direct feedback to the person before involving management.

Moving Forward Without Guilt

If you acted with honesty and fairness, you don’t need to carry guilt. Business decisions are complex, and managers weigh multiple factors when making personnel changes. Instead of focusing on what happened, consider what you can learn from the experience:

• Could you have encouraged improvement before raising concerns?
• Did your feedback help improve the team’s efficiency and morale?
• Would you handle a similar situation differently in the future?

In the end, workplaces function best when employees are accountable for their contributions. If someone quit or was let go after performance discussions, it likely wasn’t just about your words—it was about their overall fit for the role.