Exit Interview Strategy

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name: exit-interview-strategy
description: "Walk into an exit interview knowing what it's for, what to say, and what to keep — honest-but-strategic answers that protect references and leave the door open. Use when asked what do I say in my exit interview, should I be honest in my exit interview, prep me for my exit interview, or is the exit interview confidential. Produces the goals-and-risks brief, prepared answers for the standard questions, the say/soften/skip sorting of your real feedback, and the scripts for the questions that are traps."
---

# Exit Interview Strategy Skill

The exit interview is a meeting where you can win nothing and lose things you'll want later — references, rehire eligibility, relationships that follow you between companies. It is not therapy, not a performance review of your manager, and rarely as confidential as presented: notes get filed, summarized, and sometimes shared with the very people discussed. This skill preps it like the low-stakes-for-them, real-stakes-for-you meeting it is: decide the two things worth saying, sort the rest into soften or skip, and exit the exit gracefully.

## What This Skill Produces

- **The brief** — what this interview can and can't do for you, and your 1–2 chosen messages
- **Prepared answers** — the standard questions (why leaving, what would you change, manager feedback) answered in advance, calm and final
- **The say / soften / skip sort** — their real feedback triaged by usefulness-to-them vs. risk-to-you
- **Trap scripts** — word-for-word responses for the destination question, the "is there anything that would keep you" re-recruit, and the name-names invitation

## Required Inputs

Ask for these if not provided:
- **The real feedback** — everything they wish they could say, unfiltered; the sort works on the honest list
- **The exit temperature** — amicable, burned, or complicated; and whether anything legal-adjacent is in the mix (harassment, retaliation, unpaid wages — which changes the venue entirely, see framework)
- **What they want to protect** — references from whom, rehire eligibility, relationships with specific people
- **Who's conducting it** — HR, manager, skip-level; the same answer lands differently per audience

## Framework: The Sorting Rules

1. **Know what it's for (them, not you):** exit interviews exist to detect legal risk, spot patterns, and close the file. Change rarely follows one interview. Calibrate effort accordingly — your leverage for changing things ended when you resigned.
2. **Say — pattern-level, futureless feedback:** things that help the org, cost you nothing, and discuss systems not people ("the on-call load in that team is a retention risk" not "my manager ignored burnout"). Two items maximum; more dilutes both.
3. **Soften — true things with named humans attached:** convert person-feedback to process-feedback. "I'd suggest clearer promotion criteria" carries the content of "my manager promoted his friends" without the blast radius. The person-version travels; the process-version works.
4. **Skip — anything venty, unverifiable, or already-decided:** grievances that fix nothing and mark the file. The test: *would I want this read back to me by their lawyer, or repeated to the named person?* Both happen.
5. **Legal-adjacent issues don't go here:** harassment, discrimination, retaliation, wage issues — raising them casually in an exit interview is the worst of both worlds (on record enough to complicate, informal enough to dismiss). Those go through counsel or a formal complaint, chosen deliberately, not slipped into a goodbye chat.

## Output Format

# Exit Interview Prep: [company, conducted by]

## The Brief
[What this meeting can/can't do · your 1–2 chosen messages · what you're protecting]

## Prepared Answers
**"Why are you leaving?"** → [forward-facing, pull-not-push: the opportunity, not the escape]
**"What would you change?"** → [your say-list items, pattern-level]
**"How was your manager?"** → [the softened version, rehearsed]

## The Sort
| Real feedback | Say / Soften / Skip | The version that gets said (if any) |
|---|---|---|

## Trap Scripts
"Where are you going?" → [share or deflect by choice — "I'd rather share once I've started" is complete]
"What would it take to keep you?" → [gracious close, not a negotiation re-open — that ship sailed with the counteroffer decision]
"You can be honest — who specifically?" → [the names-stay-out line]

## Quality Checks

- [ ] Say-list is ≤2 items, both pattern-level and person-free
- [ ] Every softened item preserves the useful content minus the names
- [ ] Legal-adjacent issues are routed out of the interview, explicitly
- [ ] Answers are final-sounding — nothing that reopens negotiation or invites follow-up meetings
- [ ] The prep protects the named list (references, rehire flag, relationships)

## Anti-Patterns

- [ ] Do not treat "this is confidential" as load-bearing — prep as if notes reach the people discussed, because sometimes they do
- [ ] Do not unload — the relief is real and expensive; venting buys nothing and marks the file
- [ ] Do not name names attached to negative feedback, even when invited to
- [ ] Do not litigate your performance reviews or comp history — closed chapters
- [ ] Do not skip the prep because "it's just a formality" — unprepared honesty is how references quietly die