As a human resource leader, I have helped team members navigate through 6 layoffs. Each time, we faced a variety of circumstances that had to be handled delicately and with confidentiality. Before, during, and after the layoffs it is important to actively engage the managers to be sure they are listening to their team's struggles and responding with empathy and agility. Each person's reactions will be slightly different. Some react with fear about their financial future. Others are overwhelmed by the thought of losing colleagues and picking up the extra work. Others are feeling anxious about the change and are having trouble expressing their concerns. Whatever the concerns are it is important to listen and respond empathetically.

We all feel different during a company downsize because we’re affected by the change in a different way. Leaders can navigate this change effectively by making sure they are taking time to pause and connect with what is going own beyond the strategic rational - empathising means hearing and understanding how the change is impacting others. It’s making sure those who are unsettled by the change feel seen. It’s not about changing the situation - downsizing is a big organisational decision but effective leaders during a downsize help their people through it whilst also making sure concerns and consequences are voiced up at decision making levels - cascading an empathic voice beyond any one team.

I believe integrity serves as the cornerstone of one's character. Aligning actions with values fosters trust and credibility. Coaching clients to uphold commitments, admit faults, and avoid unethical behavior isn't just about professional success; it's a testament to ethical leadership, fostering an environment of respect and accountability, crucial for individual growth and organizational success.

During a layoff, one of the most important things you can do is to communicate often with the teams. Keeping employees in the loop as much as possible gives the team a sense of belonging and helps to reduce the fear of the unknown. How often you communicate is almost as important as what you communicate. Be sure that you honor your commitments and do not make promises you cannot keep. It is easy to break the trust you have built with your teams by over-promising and under-delivering.

In my experience leaders driving a downsize face significant challenges. There is the business factor of what needs to be done to ensure market forces are responded to. Then there is the human factor for what this change, downsize means for people. Coaching a leader in this space often means coaching that leader to ensure their voice is heard, the message to the business is clear, hopeful and honest. Building trust based communications becomes key but often overlooked in the race to execute a plan.

During down-sizing, I have experienced working with teams that have been included in the problem-solving process and teams that have not been included. In every situation, teams that feel like they have input are in a better position to actively collaborate to improve future processes. If you want your team to thrive during difficult times, it is best to encourage them to be part of the planning process.

I believe that fostering collaboration and innovation amid downsizing is crucial for both short-term adaptability and long-term success. Coaching clients to involve their teams in decision-making and encourage innovative thinking isn't just about navigating change; it's about cultivating a resilient and empowered workforce. Creating a culture where ideas are valued and embraced isn't merely strategic but demonstrates a commitment to growth and collective success, fostering a culture of adaptability and progress.

Involve Employees. Where possible, involve employees (especially leaders) in the decision-making process or seek their input on how to navigate challenges. This involvement can foster a sense of ownership and trust.

I strongly believe that fostering genuine connections is pivotal, especially during challenging times like downsizing. Coaching clients to prioritize relationships isn't just about networking; it's about understanding, empathy, and building trust through authentic interactions. Encouraging accessibility, empathy, and creating a supportive environment isn't just a strategic move but showcases genuine care, crucial for fostering resilience and loyalty within teams.

Relationships are key in any organisation and without trust based relationships it’s unlikely an organisation with thrive beyond tactical activities. Trust isn’t created quickly and during a downsize when human instincts to protect oneself are at a high, long standing relationships and showing up as a consistent and credible leader becomes critical to ensuring your teams with support the decisions being made. It’s walking the talk and going the extra mile in support of your people and your strategic goals.

Sharing future strate­gies in a company that's downsizing is very important and needs ope­nness. Being truthful about obstacles and explain the reasons behind it while syncing the­se plans with the company's long-term goal. Proactively addressing employee concerns, providing reassurance, and creating open channels for feedback are essential to put people at ease. Acknowledge the emotional impact that people are facing and offering support and resources for those affected along emphasizing growth opportunities all play a role in fostering trust and helping in the transition.