As we see more layoffs happening in increasing economic uncertainty, it can be tempting for leaders to withdraw and become disconnected from those who are left behind in their efforts to make the transition happen as smoothly as possible. But organizations need to consider how to help those who are left behind to deal with the debilitating aftermath of watching friends and colleagues lose their jobs. Organizations naturally focus on the outcome that layoffs are intended to produce (cost savings), which is in response to external pressures. But the key to any change being successful is being thoughtful about supporting and moving the people left behind through the transition.
Every aspect of life involves some form of transition. Transition is the inner psychological process that we go through as we internalize and come to terms with the new situation that change brings about. The starting point for dealing with transition is not the outcome, but the endings that we must deal with as we leave the old situation behind. This is true not only for those directly impacted by the layoff, but also for those who are left to pick up the pieces. After a layoff, many employees left behind will feel guilty for “surviving,” and understandably anxious about their own future. For many there is also the burden of being expected to do more with less.
Every transition starts with an ending.
The first phase begins when people identify what they are losing and learn how to manage these losses. The loss may be perceived as the end of an era. They move through the process of determining what is over and being left behind in this transition (relationships with friends and colleagues who are leaving the organization), and what aspects of their role they will keep as they move forward in an environment that may look vastly different than it did a few weeks ago.
Those left behind are mourning the loss of friends and worried about their own future at the company. Leaders can help by leaning into the difficult conversations, listening to and acknowledging the concerns of those left behind, and reassuring them wherever possible of their value to the team. Acknowledge the work of both those leaving, and those left behind. Thoughtful and consistent recognition of the work they are doing can help them deal with survivor’s guilt and feel both seen and appreciated.
Entering the neutral zone.
The neutral zone is a place of growth. When we enter the neutral zone, we go through an in-between time when the old is gone but the new isn’t yet fully operational. This is when psychological realignments take place to enable us to embrace a new beginning. It is the very core of the transition process. This is the time between the old reality and sense of identity and the new one. Teams in this stage are creating new processes and learning what their roles in the new reality will be. It is in the neutral zone that acceptance of the new reality happens and growth occurs. Acceptance is not apathy or resignation. It is the beginning of new possibilities.
Lack of communication leads to speculation and rumors. Leaders can help by being as candid and transparent as possible with teams about the changes. Expect a dip in productivity during this time as teams come to terms with what has changed. Giving them space and embracing the “grieving” period that comes with letting go will give them an opportunity to start to see possibilities in the new beginning. Being clear on how workloads will be shared and any changes in responsibilities is crucial to helping teams see the way forward in practical terms.
Accepting a new beginning.
Embarking on a new beginning brings energy. Beginnings may involve new values and new attitudes. They are marked by a release of energy in a new direction—often with an expression of a fresh identity for the team or organization. A well-managed transition allows teams to establish new roles with clarity of purpose and an understanding of the part they play in the new vision, including how they can contribute and participate most effectively in making it real.
Teams who are losing colleagues need to understand the reasons behind the changes, and most importantly, what it means for them. Helping them to see how their day-to-day efforts contribute to the purpose of the company will enable them to see the opportunities that the new reality provides for them to contribute to the mission. Communication is a key element of making others feel that they are part of a bigger whole, with a sense of belonging and shared purpose, particularly in times of uncertainty.
Plans rarely match reality.
It takes leaders who create a personal connection to make their employees feel engaged and valued, and build (or strengthen) relationships based on trust. Leaders who guide their teams to embrace the creativity of the neutral zone enable them to navigate through change and move to new beginnings with a sense of shared purpose. In turn, those left behind benefit not only from renewed energy and refreshed focus; they can also enhance the ingenuity and resourcefulness that any new beginning needs to succeed.
This is how leaders and teams can navigate the human side of change—moving through it to emerge on the other side both wiser and kinder, together.
Pure Symmetry 