Exit Interview That Gets the Truth
Structures an exit conversation so the real reason surfaces, and separates what you can act on from what you cannot.
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Running it, start to finish
- Choose an interviewer who is not the person's manager.
- Follow the sequence and leave the decision question until last.
- Track section 8 across departures and review against local employment law.
What you get back
The output this produces, every time.
- Puts the decision-to-leave question last, since asking it first gets the rehearsed answer.
- Asks when they first started thinking about leaving, which usually dates the real cause months earlier.
- Separates what you can change from what you will not, which is what makes the exercise honest.
Getting better results
Where this usually goes wrong, and how to avoid it.
- Do not let the manager run it. The manager is frequently part of the answer, and nobody gives that answer to their face.
- Be specific about confidentiality. Vague reassurance is distrusted, correctly. Say exactly what gets shared and with whom.
- Do the six-month follow-up. Section 9 is the highest-yield part and almost nobody does it. Reference anxiety is gone by then.
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Written for The AI University. Every prompt in this library is original work — authored, tested and revised here, not collected from elsewhere. 365 of them, free with an account.