This week’s question from our portal “Ask Us Anything” comes from Jessica.
Our firm decided to let go of a third of our staff who weren’t performing well. My leadership team is really clear on that, and I think everybody’s somewhat relieved. But it’s a weird situation, now that we went from 30 to 20 people. I don’t know if anybody on my team feels weird that some of those people worked for us for 2-3 years and now they’re gone.
We’re going to meet this week to launch and unveil our new vision for the next three years. We really dropped the ball in communicating with our clients, so we’re going in a new direction. I sent out a positive email to my team about the changes we’re making when it comes to leveraging technology and our communication strategy. (That’s what folks we let go of were failing to do.) Do you have any tips for how to handle this meeting, so that it’s not “weird”?
Yes, I do.
When you have this meeting, I would start off by talking about why you have this new vision. What’s the reason behind it? What’s the emotional reason behind why you want to accomplish this new vision?
People generally want to know the reason why big changes are being made. And once they understand the bigger picture “why,” this helps them get on board with executing the new vision. If they don’t understand why the changes are happening, this can create an environment that doesn’t feel safe or secure for them.
Then, I would give your team members some space within that meeting to express any concerns they have about anything — including the fact that other team members were let go.
You could say, ”Let’s have an open floor for questions and concerns about anything that’s going on right now, or anything we feel could be detrimental, or any questions you have about moving forward.”
And give people a space to express that
David
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