When we began to plan our careers, many of us set our aspirations on the generic title of “manager.” Being in a position to guide, develop and nurture a team of people, to help others reach their fullest potential–that was the pinnacle. Typically, our daydreams about being the boss did not include what we now know as one of the most dreaded responsibilities–managing through a layoff.
No matter which moniker we use–downsizing, rightsizing, restructuring, counseled out, involuntary resource action–managing a layoff can be traumatic both for those being let go as well as those who are charged with implementing the turnover. For those about to embark on new opportunities, they are leaving behind friends, routines, and stability of existence. For those who remain, including the managers, there is a changed workforce which may harbor resentments or concerns.
The way a manager communicates with those who are leaving the company is critical. Delivery of the message must be humane, consistent and respectful. Transitions must be as smooth as possible, with offers to help employees gain new employment, training, or whatever is appropriate for their position and duration with the firm. Managers need to be able to clearly explain what happened and why so that the situation remains a business decision rather than a personal issue.
Core employees who remain must be assured that they are valuable and necessary for the company to move forward in a positive fashion. They need to be encouraged to rebuild the fabric of the social community so that a team spirit remains, and the company does not become fragmented in an emotional foray. They need to be pumped up, recognized for their achievements and reminded of positive aspects of the company.
Managers should also consider the following:
Negative viewpoint: If managers are not comfortable sharing the message, it could mean they do not fully understand their company’s rationale for its actions. Even if a manager does not agree with the decisions, he or she needs to support them.
Workload delegation: Employees are looking to management to set an example. Leadership roles are strengthened through sharing of the newly unassigned workload. This should be determined before the layoffs begin, so that the team can move forward as quickly as possible.
Aftershocks: Everyone is impacted during a layoff. Sadness, bitterness and confusion are some of the more common reactions. It is important to deal with reactions from those leaving as well as those who remain. Make yourself available.
Don’t let the situation evolve into a mourning session. Make sure the team has stabilized and adjusted before leaving on business trips or vacation. Now is an excellent time to pull everyone together and brainstorm on ways to be more effective and productive.
Many people can manage in a robust environment. Leading employees through adverse conditions requires a different set of skills. It is a test of your depth and diversity of abilities. How quickly your team recovers will be a measure of your success.
