If you’re a leader for long enough, it’s inevitable that you’ll encounter a situation where an employee transgresses in a way that would be considered fireable. Now, sometimes these actions are egregious—like sexual harassment or stealing from the company—and the employee should be terminated without any questions asked; however, just as often, the action, or actions, might be forgivable if it is understood. It could even turn into a learning experience if handled properly where everyone, including the company, wins in the end. The important thing to consider is the context. Recognize the interdependence of modern workplaces. Most of the time, employees are not acting alone, and the offense might have been the result of multiple failures along the route to the employee, who is shouldering the brunt of the responsibility. Consider the processes that lead to the negative outcome, and where the knowledge gaps existed that facilitated the undesirable action. It’s also important to consider how the employee acted after the action. Were they apologetic? Did they attempt to explain themselves in a constructive way? Or were they combative and defensive? By taking context into consideration, fireable offenses might become more forgivable and may even strengthen your organization overall.