The scenario
Recently, my company went through a downsizing and I had to cut several employees from my department, many of them long-serving workers. Terminations are new to my organization -- until now, we've always managed to cut back without cutting people. Remaining staff have taken it very hard. I can tell they are feeling nervous and are angry with me. They are all treating me like the 'hatchet' guy. How can I deal with their attitude and restore the relationship we had?
The advice
Terminations are never easy for the boss or remaining staff. They unsettle everyone, even when prior relationships with your staff were strong and stable.
You and remaining staff will experience the grief of losing valued colleagues. Trust is affected in that remaining staff will wonder if they will be next on the chopping block and you will be wondering if you'll have to do another round of layoffs.
Over the next few weeks and months, you will be facing the cycle of loss, which includes shock, anger, grief, blaming, guilt, and eventual acceptance. Fears and the ghosts of newly departed work colleagues will also have to be managed.
Here are steps to heal the rifts of the recent layoffs and begin to re-establish trust and redesign relationships with remaining employees:
Explain the layoffs
Meet with all remaining staff in a group and individually to explain the reasons for the layoffs.
Be honest, realistic and compassionate. Point out that, in order to ensure the survival and success of the company, you had to make some very difficult decisions, including the layoffs. Indicate that in the past the company has been able to weather tough times without laying off staff but that this recession is worse than any the company has previously experienced.
Recognize the contributions and the intangibles the terminated staff brought to the organization and what they meant to you personally. Tell them how hard it was for you to carry out the layoffs.
Allow staff to grieve
Give employees room to express their grief, anger, sadness and disappointment about the loss of their colleagues. Ask them to share their feelings and thoughts. Give them an opportunity to release and vent their feelings.
Try not to take what they say personally. Indicate that you take full responsibility for your actions and that blaming and criticizing, being contemptuous and/or defensive will not help in the process.
Celebrate the departed
Design a remembrance or recognition ceremony to honour the terminated staff members. If those who were laid off are comfortable, invite them.
Ask people to come prepared to share stories, recognize the contributions of and express their wishes for those who left as they move on with their careers and lives. Ask those who remain to think of a symbol of remembrance for departed staff and place it in the company office or garden.
Move on together
Once remaining staff appear to be getting over the shock, grief, anger and disappointment, meet again to discuss how to move forward and build new, stronger relationships with you.
Let them know what you value about them and their contributions. Share your vision for the company and what support you will need from them.
Talk about how you will work together not only in positive times but if things still get tougher. Thank them for their support and input and ask for their commitment to rebuild relationships with you and the company.
Consider seeking help of coaches, counsellors or consultants if you feel you do not have the skills or in-house help to go through the process. Be upfront about using external resources so it does not cause further resentment.
It will take time, patience, understanding and commitment to go through the cycle.
Bruce Sandy is a certified coach, consultant and speaker, and founder and principal of Pathfinder Coaching and Consulting in Vancouver.
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