Navigating Layoffs and Redundancies

Leaders, if you're going ahead with mass layoffs, you can't seriously be thinking that your #diversity, #equity, or #inclusion work will have any credibility left after the fact. Fundamentally, DEI work is about showing people that they matter by building a workplace where they can thrive. And fundamentally, mass layoffs communicate the exact opposite: that no matter a person's skill, experience, productivity, contribution, passion, or loyalty, they ultimately are just another cost to be cut. That people mean nothing in the face of short-term profit. The consequences of mass layoffs on your people, your biggest assets, are immediate and catastrophic. 📉 One study found a 41% decline in job satisfaction among survivors of a layoff, leading to a 36% decline in their desire to stay with the workplace. 📉 Another study found that a 1% workforce layoff resulted in a 31% increase in voluntary turnover. 📉 One study found a 20% decline in job performance, with another finding that 77% of layoff survivors see more errors and mistakes made. 📉 Another study found that layoffs tanked the quality of products, the safety of the workplace, and the quality of layoff survivor mental health and wellbeing. 📉 A bevy of other studies find a cascading set of issues triggered by layoffs that create a vicious cycle: worse morale and wellbeing leads to poorer job performance, overwork and forced productivity drives mass exoduses of skilled workers; reputational damage and loss of trust dampens the ability to hire fresh talent. Trying to achieve any sort of DEI impact amid this kind of avoidable chaos is like trying to renovate your house after setting it on fire. It's downright offensive to employees, especially those with marginalized identities, to be asked to continue their unpaid, voluntary efforts to benefit the business after you've destroyed any reason for them to undertake this extra work. It's a moot point—they're far too busy applying to your competitors, anyways. This is the point in time when those workplaces and leaders with empty promises and performative actions will be weeded out from those that get ahead by doing right by their people, their customers, and the world. There are many ways for a workplace to earn a spot in the latter group, but in case it wasn't clear? Mass layoffs aren't one of them.

7 Simple Steps For Negotiating Your Severance Package: Losing your job? I bet you didn’t know you can negotiate your severance. Here’s how in 7 simple steps: 1. Don’t Sign Anything Right Away Most employees think they have no leverage during a layoff. Employers try to capitalize on that by getting you to sign something without knowing you can negotiate it. Your first step in this process is to ask how much time you have to review the severance package. 2. Consider All Your Options Don’t just look at how long you’ll get paid your base salary. Review: - PTO payouts - COBRA and health benefits - Stock options and bonuses - Stipends for outplacement services The more options you have, the more leverage you have. 3. Assess Your Leverage - Is the company violating any of their own policies with this layoff? - Are they only laying you off or are they laying off a whole team? - Are they worried about bad PR or press? Answering those questions will help you see how much leverage you have. 4. Ask For More Than You Expect This is Negotiation 101. When you make your ask, include more than you think you’ll get. This way, when they say no to some of the items, the total offer value is still higher than what they initially offered. 5. Frame Your Ask In Their Terms Think back on the leverage brainstorm you did. Then try to frame your asks in relation to the things that matter to this company. Ex: Are they worried about bad PR? Then you say something like, “I’d be happy to sign the NDA you sent me if we can extend healthcare benefits by 90 days.” 6. Get It In Writing Don’t accept a verbal agreement as final. As is true with any situation like this, stand firm on having a written offer from the company before you sign anything or make any commitments. It may feel uncomfortable, but it’s a critical part of ensuring you get what you negotiated for. 7. Don’t Be Afraid To Seek Legal Help If your budget allows for it, an employment attorney can often help you uncover areas of leverage. If you consider the value of extra healthcare, more severance pay, etc., consulting an attorney is often a move that can pay for itself many times over. Also, this post isn’t legal advice and you should consult an attorney for that anyway :)

As an executive recruiter, I've witnessed countless professionals transform unexpected layoffs into powerful career pivots. Here's your comprehensive guide for turning this challenge into an opportunity 📈 Immediate Actions (First 48 Hours): • Document everything from your termination meeting • Review severance package details thoroughly • Address healthcare coverage gaps • File for unemployment benefits • Archive important work samples and documentation • Connect with colleagues before losing access Next Steps: • Give yourself permission to process the change • Update your LinkedIn profile strategically • Review your financial position and timeline • Reflect on your career direction • Start networking with purpose Remember that a layoff is often more about company circumstances than individual performance. I've placed numerous executives who used their layoff as a catalyst for significant career advancement. This is your opportunity to: • Reassess your career trajectory • Target organizations aligned with your values • Build a more intentional professional network • Position yourself for roles that truly excite you The key is maintaining momentum while being strategic about your next move. Don't rush into the first opportunity - use this time to ensure your next role is a genuine step forward. Check out my newsletter for more insights here: https://lnkd.in/ei_uQjju #executiverecruiter #eliterecruiter #jobmarket2025 #profoliosai #resume #jobstrategy #careerresilience

Layoffs feel unethical, but they’re not inherently wrong. It’s the behavior behind the decision that matters. I learned this early in my career. Layoffs are business decisions. They’re about numbers, markets, and strategy. What makes them unethical is when leadership lies, hides, or treats people like disposable parts. When you can’t look someone in the eye and tell the truth, that’s when you’ve crossed the line. That’s why I teach the ETHICS framework to leaders and HR folks. It’s not academic. It’s survival. It kept me grounded when the pressure was high and the choices were ugly. Evaluate. Get the facts. Who’s impacted? What’s the real story behind the spreadsheet? Don’t accept half-truths. Think. Sit with the consequences. Who gets hurt? Who gets protected? What’s the ripple effect six months from now? Honor values. Integrity isn’t a slide deck. It’s how you behave when nobody’s watching. Does this decision reflect what you say you stand for? Identify options. There are always more than leaders admit. Better severance. Clearer communication. A chance to redeploy someone into a different role. Get creative. Choose. Make the call with clarity, not cowardice. People can smell fear. They can also smell respect. Scrutinize. After it’s done, don’t bury it. What worked? What was awful? What will you refuse to repeat? Layoffs are a business failure for sure. We can and should make them fair, transparent, and respectful. That’s ethical leadership. So next time you’re in the room for a hard decision, don’t wing it. Don’t hide. Use the ETHICS framework. Stand in your values. People will forget the press release, but they’ll never forget how you made them feel when their job disappeared. https://lnkd.in/e2amCVM6

If you were impacted by layoffs, some kind advice to keep in mind - 1. Get off of LinkedIn for a few days if you can. There’s nothing good here for you in the immediate term. Update your network if you want then take some time and space for yourself. 2. You are going to grieve. Yes, even if you secretly (or openly) hated your job, you’ve experienced a loss. Your feelings will likely be similar to going through a breakup. Be kind to yourself. 3. I know it’s hard to feel safe without another role lined up, but this market is very difficult right now, so plan for your job search to be taxing. Do whatever self care you need prior to and during the job search to keep it sustainable. 4. If I told you that you’re 6-8 months away from finding the perfect job, how would you show up differently? Would you feel less anxious? An abundance mindset will help you find solace in the immediate term so you can put your best foot forward as you move on.

Layoff culture leads to blame culture, and that’s the end of effective leaders. Layoffs create value by reducing headcount, not leveraging talent to deliver more value. In the short term, layoffs are easier than leading and improving the business’s fundamentals. Companies get hooked on a layoff’s quick wins. Barriers to growth are covered up instead of being addressed. There’s a shift in incentivization. Revenue doesn’t need to grow. Profits increase due to lower costs, so investors reward C-level leaders for shrinking, not growing. Leaders are incentivized to prevent revenue loss and cut costs. Effective leaders build teams that deliver more value than a collection of individuals and develop their teams to deliver more value every year. They are quickly pushed out. In layoff culture, leaders advance based on their ability to create blame vs. value. Any action without an immediately obvious benefit opens the door to blame. Leaders act only when there’s immediate value to be gained. Short-term thinking promotes activities like putting out fires and punishes preventing them. Preventing fires is spun as unproductive work. Delivering products is spun as creating fires, not value. When all the real waste has been cut, waste must be invented. Leaders are promoted by inventing waste. Productive teams are reduced and tucked into blame-focused leaders’ teams to help fight fires. Eventually, all the value-creating teams and leaders are gone. The business only acts in response to a fire. Leaders compete for resources by demonstrating that they have the biggest fires to manage. It’s up to C-level leaders to set the tone after a layoff. They must demonstrate and reward the behaviors they want leaders to display. Leadership assessment KPIs must align with increasing the value teams deliver vs. increasing the loss they prevent. Problem discovery culture should replace blame culture. Short-term profits from layoffs should be invested in efficient growth to support a problem-solving culture. Layoffs are a solution to short-term problems (margin compression or inefficiency). Layoff cycles are the signs of a fundamental flaw in the business and operating models. #leadership #datascience #dataengineering

There's nothing companies can do to make layoffs feel good. But there are a few things that can help minimize the sting: 📣 Transparent communication: less people realizing they've been laid off when they can't log into their email, more "here's the decision we've made, here's why, and here are the resources available to support you through this." 💰 Generous exit packages: a few months of salary, COBRA, early vesting of options, paying out unused vacation days, and support with finding their next role can help alleviate the fear especially in a challenging job market. 💁♀️ Let your former team members know you're up for offering referrals or recommendations, write them a recommendations on LinkedIn, offer to make intros within your network, pull data or work samples to aid them in their search. This can also make folks feel less alone - work is so much a part of our identity that folks are often grieving both the loss of a job and the community at that job. And a few tips for any of us - whether we're a former colleague or a friend: 🚫 Don't tell them they are lucky to finally have a break or call this period a "vacation" - it's not, they will be working as hard at landing their next role - and without the benefit of compensation. 🚫 Don't offer job search advice that you haven't navigated the job market in the last 5 years, or aren't familiar with their industry or country - practices vary widely and there's a lot of bad advice out there! ✅ Do offer referrals and intros within your network. ✅ Do offer other forms of help - babysitting, bringing over a meal, etc. can help folks feel supported in this difficult time.

People who are laid off exist. Frankly, they get ignored by events, vendors, companies, etc., because they are not going to provide any immediate return on investment. All of this contributes to the embarrassment and shame for those people who are laid off. They are not alone. When I created CruiseCon, I created it for everyone, including those who can't attend, because they may not have a job. These are the people who need the help, support, and guidance the most, but again, people don't address them. To that end, I reached out to 🐐Steve Shelton 🐐 at Green Shoe Consulting to provide some guidance for those laid off, may be laid off, or anyone who just wants to support them. We will have Steve on a future CruiseCon in a Careers track to cover this in person. The video summary is: Ira interviewed Steve, an expert on career issues and burnout, to discuss how cybersecurity professionals can cope with layoffs and the emotional impact of involuntary job loss. Steve emphasized strategies for regaining control and building resilience, including focusing on personal values, seeking community support, and maintaining a daily routine. They also discussed overcoming embarrassment and shame associated with job loss, suggesting support groups and reframing negative thoughts. Details Addressing Layoffs in Cybersecurity Ira interviewed Steve, an expert on career issues and burnout, to discuss how cybersecurity professionals can cope with layoffs, a prevalent issue in the industry. Steve noted that Green Shoe Consulting is conducting the industry's first evidence-based research on stress and burnout specific to CISOs, with findings to be published in August. They highlighted the emotional impact of involuntary job loss, emphasizing the need for a mourning and grieving period. Strategies for Regaining Control and Building Resilience Steve advised focusing on controllable aspects of life, starting with understanding personal values as a foundation for identity. They also stressed the importance of community support to combat loneliness and maintain mental resilience, encouraging networking and leaning into one's social circle. Creating a daily routine and engaging in hobbies were also recommended for personal well-being, along with considering career coaching and envisioning the ideal future role and environment rather than just taking the next available job. Overcoming Embarrassment and Shame Ira raised the challenge of embarrassment associated with job loss, and Steve expanded on this, noting that shame can diminish confidence and inhibit action. Steve suggested having a support group for venting feelings and emphasized the importance of accepting the situation while reframing negative thoughts. They concluded that negative feelings like embarrassment or shame do not always reflect how others perceive the situation, and encouraged individuals to consider how they would help others in similar circumstances. To get related content, please follow CruiseCon.

I was laid off twice, including once 3 days after adopting my first child. Now we are seeing mass layoffs of government workers. Tariff turmoil promises more change. Whether you are in the government or not, here is some advice and help. First, for government employees, recognize that you likely have skills that are valuable in the private sector. If looking for other government opportunities is impossible or undesirable for you at this time, take time to think about how you can frame your experience and skills for private companies. Then, make sure these skills are highlighted on your resume. Second, build and leverage your network. Reach out to contacts from your industry who have either come from, or switched to, working in the private sector. Ask them about their experiences making the switch and learn from them. If you have a strong relationship with them and they work somewhere you would like to work, ask them for a referral. Third, when you get an interview, be prepared to explain why you were laid off. Hiring managers want to know this information so they can assess the risk associated with hiring you. Luckily, if you are part of mass layoffs related to federal policy decisions, it’s unlikely anyone will suspect poor personal performance. Regardless, do this: → Tell the truth quickly and concisely — “I was affected by the large layoffs within department/project X.” → Transition the topic to a positive, forward-looking statement about what you will contribute. “ In the public sector, I specialized in X. Now, I’m excited to learn Y at your company. I love to learn (grow, contribute, etc.), and I’m excited about this new opportunity with you.” → Bring the conversation back to what skills and impact you’ll bring to the company. Fourth (and especially important now), never badmouth your old boss, company, or employer in an interview. This includes the federal government. You may hate Trump, Elon Musk, and DOGE, but an interview is not the place for political fury. You never know who your interviewer supports, and you don’t want to alienate them. Even if they agree with you, no one wants to hire someone angry. They want to hire someone who’s motivated to help them. To help anyone who needs a new job, I'm discounting my two relevant classes by 50% ($150 rather than $299): Leadership Networking" and "Leadership Resumes That Get Results." Both classes are highly rated and have delivered proven value to many past students. Our motivation is to help those hit hard in layoffs, but this discount is available to anyone. It is valid for the next 10 days. Leadership Networking (use code NETWORKNOW at checkout): https://buff.ly/dOBvJnU Leadership Resume (use code LEADERSHIPRESUME at checkout): https://buff.ly/2DzEVK4 Readers — if you know someone who needs help finding a job, please forward this to them. And if you have a good tip or approach for displaced government employees, share it!

Rebuilding a High-Performing Team in an RTO World: A Client’s Success Story When my executive client was tasked with bringing his 650-person department back to the office after four years of remote work, we knew the challenge wasn’t just logistical—it was strategic - and his concern wasn’t just about getting people back to their desks but ensuring he had the right people in the right roles to drive business success. Through our collaboration, we decided to develop a two-phase approach that allowed him to manage change effectively while restructuring his team for optimal performance. Phase 1: Managing the Change of RTO (Months 1-3) Rather than rushing into assessments and restructuring, we agreed that it was best to focus on re-acclimation first. 🔹 Gradual Reintegration: He implemented a structured return—starting with three days in-office before scaling up—giving employees time to adjust. 🔹 Listening Sessions: My client led discussions with teams to understand concerns, workflows, and career aspirations post-remote. 🔹 Cultural Reset: He modeled the company values, reinforced the why behind RTO, and reinforced the culture in every meeting. Phase 2: Assessing & Restructuring the Team (Months 3-6) Once stability was established, the next step was restructuring the team for the future. 🔹 Skills & Contribution Audit: Partnering with HR and others, my client assessed whether each role still aligned with business needs. He found that some functions were now redundant, while others required a new skill set after four years. 🔹 Team Effectiveness Review: He restructured teams to improve efficiency and positioned high performers in roles that leveraged their strengths. 🔹 Strategic Reassignment & Exits: Some employees transitioned into new, more fitting roles. Others, who struggled to adapt or no longer aligned with the business, were respectfully transitioned out. Still others were supported in their current roles with new training to equip them to succeed in the future. Messaging the Changes: Transparency & Stability 🔹 Communicating the Vision: Early on, we knew framing the restructuring as an opportunity was important. 🔹 One-on-One Conversations: My client ensured employees moving into new roles—or out of the company—had clear, respectful conversations about their next steps. 🔹 Rebuilding Trust: By reinforcing that changes were intentional and strategic, employees recognized the thoughtfulness that had been invested in the changes. The Outcome? He's rounding out his six month and says his department is performing at a higher level than pre-pandemic. It's not been easy and there have been a few surprises, but he knows his team is set up for long-term success. What my client learned was that returning to the office wasn't the real challenge - rebuilding the right team was. If you’re navigating RTO and need to reassess your team for long-term success, let’s connect.👇