When I was witnessing poor old Charles Kennedy admit to his drink problem it was like watching an accident in slow motion.
It was obvious that one way or another this was the beginning of the end of his leadership.
He has done what is said to be the hardest thing - to admit that he has a problem. In theory this should help him to kick start his recovery, but along the way he has lost his job.
It is perhaps unfortunate that one of the companies who polled the great British public before the last election found that he was the party leader most people would like to have a drink with.
It took a few days for him to go and since then I have pondered the legalities of it all.
Did the chaps in the grey suits follow the new three stage disciplinary procedure -compulsory since last October - put their complaint in writing, and hold some touchy feely meetings?
Or did they just give him an ultimatum? The latter, I suspect. How illiberal.
And when they had their meeting did they take account of his condition for the purpose of the Disability Discrimination Act? I suspect not.
So it has all the hallmarks of a constructive dismissal with a spot of victimisation.
What should he do?
He has been putting forward his views on how they should select his successor. But Charles! You should be lodging your grievance in writing and throwing a sickie for stress immediately.
After a few months they're bound to offer you a compromise agreement and an agreed reference, and perhaps Tony could chip in with a job in the "other place" which will help you mitigate your loss.
So are there any serious points to be taken from any of this? I think so.
Firstly, it gives the impression that those who make the laws for the rest of us rarely bother to follow them. Secondly, what it tells me is that those close to Kennedy who knew of the problem months ago probably failed him.
They could have done more to address it with him earlier and certainly before it escalated. In professional life, where the pressures are ever greater, sometimes it is better to have the difficult meeting than duck it. If the truth hurts it is still best to tell it anyway.
* Nigel Wood is senior partner at Birmingham law firm The Wilkes Partnership