My two cents on LEADERSHIP today:
Forget the myth that --> avoiding recent layoffs = pure luck and a trouble-free ride.
If you're still on board, chances are you're tirelessly bailing water to keep the ship sailing smoothly. Whether you hold a Leadership position or have recently taken on a new managerial role (due to the circumstances), you need to do so while motivating, delegating, managing others, and maintaining productivity. And it’s not that easy.
However, the storm brings some opportunities for growth and transformation.
What to do if you lead teams that’s been hit hard by layoffs? And how should organizations navigate this challenging change? Take is consideration 3 main aspects: People, Leadership and Culture aspects.
Continuing the “layoffs trend” into 2024, corporations are increasingly resorting to layoffs as a strategic move to mitigate the impact of revenue losses but not only. Just a few days ago, Apple canceled its autonomous electric car project and is about to lay off employees. This ripple effect is felt across various industries, including but not limited to Tech, Media and Entertainment, Financial Services, and beyond.
Simple math. Loss or potential loss of revenue will hit your ability to paychecks. Despite the well-understood human risks involved, not all organizations effectively navigate this significant change. While some organizations prioritize building robust structures for the day after—including external communication strategies to safeguard brand and reputation, internal communication to prevent chaos, streamlined termination processes, and comprehensive compensation and benefits packages—not every organization adopts such proactive measures.
The after effect of this action can be brutal, creating real scares for organizational culture and narrative, highlighting the need for a proper plan. When there’s a lack of planning, organizations need to consider the possibility of creating a culture of fear and stress that can negatively impact morale. Feelings of Anxiety, disposable, confusion, and lack of closure are normal and might appear within any employee or leader. Who in their corridors has already started looking for the next place to work? Which teams were impacted the most? Do the managers know how to lead their "new" teams?
Ok I get it! WHAT to do?
Layoffs emphasize upcoming changes in organizations, and like every change, you must manage it (and not let it manage you). Preparing in advance for the day after is a must. Been able to navigate your organization to see and understand the opportunities for growth and transformation is crucial, and these stem from meticulous planning.
Enclosed 3 organizational layers you and organizations should take into consideration (all important at the same level):
People:
1. Collaborate with HR to build attractive compensation and benefits packages for employees leaving the company. Beyond recognizing their humanity, expressing gratitude to those who contributed to the organization's success is not only crucial but also resonates deeply with the entire workforce, demonstrating the organization's commitment to care and support its members even in challenging times.
2. Identify key players that will act as change agents and will support you to lead the change best. Think about what will encourage them to be aligned even more with the organizational agenda. Give them the right support they need to be at their best, and to understand what are the growth opportunities.
3. Address disruptions in team dynamics and increased workload among remaining employees. The boat is shaking, and there’s water on deck. You should expect some delays, as your leaders need to invest time and energy in rebuilding trust, foster a sense of unity and address any potential conflicts or uncertainties. Highlight the importance of employee well-being and mental health. Consider incorporating specific initiatives or resources that support employees during challenging times. Employees that will not be laid off are your future and they will hit the push button of your business success.
Leadership:
1. Create a unified vision and communicate it at every leadership level.
What will be the organizational message you would like to waterfall down? Write it down. Ensure that the language is clear and concise for easy understanding. Provide answers for the difficult questions in advance (and not after the fact). Communicate first in the leadership path, so they will have time to process and digest before their people know. Emphasize the importance of transparent and open communication throughout the process.
2. Provide leaders with the necessary support, tools, and resources to face challenges. This undertaking is undeniably demanding and exacts a toll on leaders. Give them the right tools they need in advance to face their challenges; the right answers; organizational consulting when needed; show compassion and acknowledgement for their feeling of loss, anger, and lack of motivation; time-off for vacation whenever it fits to re-bust.
If you decide now is the time to promote one of your best tech people to manage a new team- give him the tools and ongoing support, she/ he needs to succeed.
3. Rebuild trust as a leader and communicate with one voice. As a leader, YOU have the accountability to tell the story. Try to ditch the 3rd person verbs (“they”, “the management”) and speak as like you made the decision yourself. Role modeling the unity and 1 voice can be measured by words. People pay attention to it. And remember, Empathy is a key. Encourage your leaders to understand and address the emotional needs of their teams.
Culture:
1. Ensure announcements are disseminated promptly and top-down to prevent rumors. Waterfall the announcement ASAP, Top-Down. Uncertainty often triggers self-reflection and curiosity about others: Where do I stand? Who will be affected? What is my future role? Who will be my manager? all of those are normal humans react to when the ship is rocking hard.
2. Show vulnerability alongside empowering messages during leadership Town-Halls and communicate a clear vision for the future. Layoffs erode the chaotic atmosphere, cracking the trust between employees and management, leading to skepticism about the company's future decisions. Your message during the first CEO and leadership town-halls will echo for a while. Talk about the feelings that might appear, and that’s ok to feel that way, while point empowering messages. Clearly articulate the organization's future direction, dispelling uncertainties and addressing concerns proactively.
3. Emphasize the importance of rebuilding trust and resilience, acknowledge feelings. Make sure the organization is aware of the opportunities to growth and transform alongside the challenges of this change. Recognize that feelings of anxiety, disposability, confusion, and lack of closure are normal responses that may manifest within any employee or leader during such challenging times. When communicating, leverage your organizational core values as a secure foundation, providing a stable framework for discussions.
To conclude
Forget the myth that --> avoiding recent layoffs = pure luck and a trouble-free ride. It’s a collective loss, it’s true, however while layoffs represent a challenge, they also present an opportunity for transformation and growth. Layoffs are a business strategy that impacts human capital directly. Same as every strategic approach, leadership should think about all consequences and plan. To maintain the business success forward, taking the right action in advance and in the moment is crucial.
Need help thinking it through? free to reach out!
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