Leading After Layoffs

Managing a layoff is a difficult enough process in and of itself, but managing the remaining team members ("Survivors") in the aftermath of cutbacks is another challenge. A layoff causes a shift in the core relationship between workers and management at the cost of trust on both sides: workers don’t trust that their jobs will still be there tomorrow, and wait for the other shoe to drop. Managers, on the other hand, feel betrayed by the negative attitudes of their people. The emotional fallout of this mutual breach of trust is increased tension in the workplace, often manifested as fear, anger, depression, and resentment.

So how can managers help their teams move beyond the negativity and heal the wounds of layoffs? Following are some basic tips:

• Allow the employees their feelings. Listen to them, and validate their emotions. Acknowledge your own grief, without dwelling on it: "Of course you’re upset. We’re all upset."
• Acknowledge that this is a time of transition, and that transitions only happen by degrees. Don’t expect your team to have a "Eureka!" moment when they all suddenly get invested in your company again. It will happen very gradually.
  
• When employees bring problems/concerns to you, ask them for their ideas for possible solutions to those problems. Employees who know their ideas are solicited and honestly considered will be much more invested in their jobs.
  
• Remind employees of the availability of EMPAC. We’re an excellent resource for employees (and supervisors!) who are feeling stressed and overwhelmed.
  
• Re-establish your vision, and communicate the new target and goals to the team. Tie in their efforts and contributions to the overarching goals.
  
• Communicate your blueprint for change. Involve employees in a planning committee to anticipate and deal with problems and resistance. Choose your committee members carefully. Identify your informal leaders, both positive and negative. Although you certainly don’t want to stack your committee with negative leaders, be sure and include the one most powerful negative leader in with the mix of positive leaders.
  
• Involve your team as much as possible in planning and problem solving. Solicit their ideas, and listen carefully to them. Much of the time, their perspective is a little different from your own, and they may be able to spot potential problems before you can.
  
• Be fully present. As tempting as it may by, this is not a good time to hide away in your office. Meet and greet your employees, pitch in where needed, address them by name.
  
• "Catch ‘em Being Good." Provide immediate, specific, descriptive feedback whenever you see positive behavior, effort, or successes.
  
• Provide immediate (albeit private) feedback whenever you see behaviors that you don’t like. Keep the discussion respectful and encouraging, but clearly state what you’re seeing vs. what you expect.
• Offer training opportunities. It sends a clear message to employees that you are investing in them, and offers them an opportunity for growth, which engenders increased enthusiasm and breathes new life into burned out people. Training doesn’t have to cost an arm and a leg. Check with EMPAC for a list of upcoming trainings that are FREE!
  
• Continue to honor team rituals, such as company picnics, birthday cakes, etc.
• Most importantly, remain positive and forward-focused yourself! If you’re negative, everyone else will feed in.