If You Must Let Her Go: 8 Ways To Make Tough Choices and Lead Compassionately
Sarah Sheehan, co-founder of Bravely, says leading with empathy is critical when letting employees go.
“You’re fired” is not a funny meme right now.
The economic realities of the recent months are driving up unemployment to more than 30 million individuals, with furloughs and diminishing project work for most every American who is a non-essential worker. Being on the receiving end of that news is devastating.
Most of the workers who are let go are women.
“The economic realities of the recent months are driving up #unemployment to more than 30 million individuals. Most of the workers who are let go are women. #Gender #Parity”
NPR recently reported that in March,“The Labor Department says more than 700,000 jobs were eliminated in the first wave of pandemic layoffs last month. Nearly 60% of those jobs were held by women.”
Huffington Post reports, “Fuller Project sheds some light on the damage. According to the nonprofit news organization, women make up a clear majority of the workers who applied for unemployment insurance during the last two weeks of March in at least five states.”
While of course, giving the news is not comparable to receiving the news, as a leader delivering that termination message to team members is also an awful task. Many managers, team leaders and entrepreneurs need to deliver the unsettling verdict. And there is a way to do it with compassion, empathy and kindness. That is also authentic and transparent.
“This is a moment to lead in a different way,” says Sarah Sheehan, co-founder of Bravely, a service that connects thousands of employees with professional coaches.
“@Sarahesheehan, co-founder of @WorkBravely, says leading with empathy is critical when letting employees go. #Leadership #Covid19 ”
Doing this incorrectly, insensitively or without authentic concern for the person “can have a huge impact on your employer brand, the way your employees perceive and think about the company,” Sheehan says.
Read more in Take The Lead on Bravely.
Bravely, a company that works with major brands employing tens of thousands of workers, has seen a 127 percent increase in coaching sessions related to COVID-19 as 49 percent of companies they deal with are considering employee reductions.
“@WorkBravely, a company that works with major brands, has seen a 127 percent increase in coaching sessions related to #COVID-19 #Workers”
“We haven’t seen this since the Great Depression,” says Sheehan. “This sends workers into uncertain environments and a state of isolation.”
Leaders and small business owners are looking at areas of companies and cultures that are essential—and dispensable. Out of necessity, they are cutting back on sales, business development and marketing, Sheehan says.
“#Leaders and small #business owners are looking at areas of companies and cultures that are #essential—and dispensable. #Covid19”
“It is always about the function, not the person,” Sheehan says.
And that distinction highlighted in the discussion of job elimination can possibly help ease the transition for both the one who is let go and the one who is letting go.
Read more in Take The Lead on layoffs
The layoffs, of course, must be legal and comply with local city, state and federal laws. A transition with the possibility for extended health benefits is also a concern and a legal requirement in many cases.
“As decisions about layoffs and separations are being made, it is critical to ensure fairness and equity. Additionally, local and state governments are leveraging executive powers to add even more compliance measures for companies to consider,” according to Forbes.
So many company owners and managers are faced with these decisions—that of course are not as disruptive as it is for those who are losing their jobs either permanently or temporarily. Add into that stress of delivering or receiving the tough news, is that now, likely that conversation will be done on Zoom.
Read more in Take The Lead on reframing your layoff
“The first thing in any layoff is to be clear, give all the information as quickly as possible,” Sheehan says.
She adds, “High performers are always at risk, and you still need to retain, engage and keep employees moving forward. If they perceive you let go their friends in a way that does not reflect the values you have projected, they will no longer be as productive or engaged.”
Sheehan advises these important steps when letting employees go during COVID and beyond.
1. You want to express how sorry you are. “Do not make it about yourself.” Do not say it is difficult to deliver this news, express genuine empathy and transparency. Listen.
“You want to express how sorry you are. “Do not make it about yourself,” advises @Sarahesheehan about letting employees go during #COVID and beyond. #Empathy”
2. Never say this is what you should do. “Help the person navigate the next steps. Offer a new placement program or offer resume review, coaching and emotional support.”
3. Help the person stay resilient. Ask what are the skills the person has developed and how to adapt.
4. Role play first. “Every leader needs to have different people coaching them on delivering the news. You have to be prepared to face someone angry, upset or lashing out. You need to know what to do.”
“When letting someone go, role play first. “Every #leader needs to have different people coaching them on delivering the news,” says @Sarahesheehan. #Leadership #Advice”
5. Appreciate and acknowledge the person. “Give a package or some direction, say you can understand what the person is going through.”
6. Do not lead anyone on. “There is so much uncertainty, do not promise” to hire them back. “Give no false hope.”
7. Do not blindside anyone. You must be transparent about the review process, the evaluation that goes into these decisions. “Everyone has a personal situation adding to the stress, it is not just COVID and the economy, there are children at home, taking care of parents, a partner who has lost a job. That is why these conversations need to be respectful and empathic.”
8. There is no shame in layoffs. For the worker or the employer, this is a wildly uncertain economic climate. “Many have had to cut back on a business, there is enormous stress and sadness.”
“There is no shame in #layoffs. For the #worker or the #employer, this is a wildly uncertain #economic climate. #Covid19 ”
The economic recovery from COVID-19 may be a long time in coming, up to one to two years as some project. How leaders handle difficult transitions will follow them for years to come—in how they treat people under catastrophic circumstances.
“The #economic recovery from #COVID-19 may be a long time in coming. How #leaders handle difficult transitions will follow them for years to come. ”
“It is a leader’s job to understand what each employee is going through, even in a layoff situation,” Sheehan says. “It is appropriate to acknowledge the stress, as everyone is feeling the impact and difficulty, but you need to stay focused.”
