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Downsizing without losing trust
The document discusses the emotional and practical challenges faced during layoffs, emphasizing the importance of clear communication and maintaining corporate culture. It highlights the need for a well-planned strategy that considers the feelings of impacted employees and the organization as a whole. Key points include preparing stakeholders, presenting narratives thoughtfully, and following up respectfully with those affected.
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Downsizing without losing trust
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- 2. It was horrible.It was inhumane. It was cold in the way that they approached it. It was like my second home. I felt angry. I felt that they didn't care... It's sad that people treat human beings like this. Downsizing is the most defining moment for any leadership team. It shows the true colours of your culture and values.
- 3. 7 To avoid conflicts, wetend to make quick short-term decisions without considering the long-term consequences.
- 4. What seems logical toyou might not be logical to your organisation.
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- 6. 10 What do youexperience as the greatest challenge when planning and communicating lay-offs? Lack of centrally aligned plan for how to inform the organisation Rumours already circulating Organisation does not share view of a critical situation Lack of meaningful narrative and reason Management does not link lay-offs with cultural cohesion Lack of support from leadership teams POLL 10 Other
- 7. 11 Be a partof the conversation. Accept anxiety but plan thoroughly to keep it to a minimum throughout the phases TIME BEFORE DURING AFTER ANXIETY What’s next? Who’s next? Who will it be? Are they planning to lay off people?
- 8. 12 BEFORE: How might weprepare the organisation in a way that reaffirms our culture? 1 Who are the key impacted stakeholders we need to inform? 2 How is the narrative communicated to each redundant employee and the organisation? 3 When will the key stakeholders be informed? 4 What happens immediately after the official announcement? 5 How are reactions picked up and addressed? Make a detailed plan. You will be judged on your practicalities. Prepare the organisation. Everyone is talking about it anyway. Build a clear and receiver-oriented narrative. to include in a plan
- 9. 13 DURING: How might weconvey our message in a clear and controlled manner? Find a balance between empathy and determination. Present a plan for moving forward. Know your audience. to build your announcement When is it happening? What other solutions have been considered? What’s next? Why these particular employees? So what exactly is happening? Why is this happening? What will determine whether there are more lay-offs? Follow up locally in teams
- 10. 14 AFTER: How might wemove on respectfully? you can do to help employees leaving Set time aside for conversations with employees leaving and the leaders who had to deliver the message. Avoid black boxing. Keep organisation posted on how your plan is progressing. Say goodbye to the individuals leaving your company in accordance with your culture and values. 1 Be available and willing to provide counsel to your employees even after the official announcement. 2 Recognise and respect that some of employees may need time to process the news and may have questions for you later. 3 Offer ideas about job opportunities at other organisations. Offer to serve as a reference. But don’t overcommit to things you can’t deliver.
- 11. 15 Plan meticulously toensure that the action is reflective of the company culture. Prepare the organisation for a likely scenario well in advance. Have a crystal clear narrative with regard to why and who. Do not shy away from critical questions. Follow up to ensure dialogues. Allow space for frustration and grief. 1 2 3 4 5 In summary, how can you communicate lay-offs without losing trust in your leadership team and your corporate culture?
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