Help employees affected by layoffs and those who remain by offering assistance, communicating clearly and openly about the decisions and looking for ways to streamline work, writes Karin Hurt. “Be sure your ‘A’ players know how much you value them and help them see the broader opportunities that are available to them, beyond their current role,” Hurt adds.



My LinkedIn feed and email inbox are filled with news of layoffs and reorganizations causing unexpected career turbulence. And I’ve had more than a few phone calls from really talented human-centered leaders hurting for the team members they’ve had to lose and deeply concerned about those who remain after the layoff.

Leading through a layoff is one of the most unnerving challenges you can face as a manager. There’s the initial shock, the communication, the “I wonder if I’m impacted too” angst, and of course, the really painful decisions involved in selecting who will go.What’s equally difficult is helping your team recover, establishing a new normal, and figuring out how in the world you’ll get it all done with fewer people.If you’re going through or recovering from a layoff, first let me say, I’m sorry. I know it’s hard.


Getting Real with Your Own Emotions

You care about the humans on your team (those who are gone and those who remain); perhaps you’ve also watched some peers go too. You might have some survivor guilt. Or, it could be you are worried about how to sustain momentum with a reduced staff. And, of course, there’s the matter of rebuilding morale.

Not to mention, we’re already fragile right now. The chaos of the last two years is draining and many of us are running low on resiliency reserves.I’ve been there. There was one dark point in my career when I received a call once a quarter for two years, giving me my Reduction in Force (RIF) numbers.