Executive coach who has worked in executive development and coaching at Google and now leads their marketing training efforts worldwide.
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My team was impacted by recent layoffs. Remember the Marvel movie Avengers: Endgame when Thanos snapped his fingers and half the world disappeared? That's how I'm feeling—like all these amazing folks I knew are now suddenly gone. Snap!
Having experienced many company changes and challenges before, here are some practical things I am trying to focus on that I can actually control in a world full of uncertainty.
Check in with yourself, your team and individuals.
First, with yourself. How are you handling the changes? Are you able to process what's happened? Do you have a friend, a mentor or co-workers you can check in with? Activate your support system and put on your own oxygen mask before you can support others.
Then with the team. Gather everyone together and share what you know and don't know about the situation. Don't sugarcoat things if they aren't good. As Brené Brown would say, "clear is kind." Then offer up a timeline and next steps. People can really use a guide through a difficult period, and even if a clear end is not in sight, a "new path" will emerge. It's important to make sure the team knows you're in this together and they hear the same message in a forum altogether so no one is left out.
Talk 1:1. If you manage a large team, you can do smaller group listening tours, but if you have a small team or a leads group, meet with everyone individually. Be with people; show up for them. Give them air time—it's more important to listen than to have all the answers.
Make a game plan for the short- and long-term.
For the short-term: Roll up your sleeves and get in the weeds. The people who were let go were in the middle of doing work. Who picks up that work? What's in flight and needs attention now? You need to be super practical and direct here ("X call Y"; "P write comms to Q," etc.). Short-term, you'll need to let others know about the situation and who the new contacts, leads, etc. will be for the interim (i.e., you were reporting to X, now you'll report to Y). This is a leadership moment. Who will step up to make sure all the loose ends get taken care of? How can you as a leader support and recognize these added contributions?
For the long-term: This is an opportunity to re-evaluate all the work on your team. What really needs to stay and get done and where can you cut or prune back work that is not as impactful? Use this as a reset for programs, projects and activities that no longer serve the purpose and goals you want to achieve. Clarify these new expectations. Make sure your team is aligned with these new changes and you're all rowing in the same direction.
Don't go alone.
Don't be a hero; ask for help. Our company and many companies have resources for well-being, mental health, etc. Take care of yourself and take frequent breaks so you don't burn out along the way. Schedule these breaks in your calendar and treat them like the important meetings they are.
Unlike Avengers: Endgame, the people who were let go have all survived and will need support. You can and should call them. Reach out, be a friend, a sponsor or a reference for them. Be human and treat folks like you'd want to be treated if you were in their shoes (which could absolutely happen in the future).
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