By Julia Hart, Founder of Hart Communications & Coaching. 

In a panel discussion at the EACD Summit 2023, Julia Hart, KornFerry’s Dr. Katherine Semler and Andrew Lowe, and Deloitte D&I expert Jason Jie shared insights on how to develop resilient leadership.

How do you build resilience in your team and organisation?

One difficult topic is layoffs. How can you communicate bad news without losing humanity? In this blog post, Julia gives you advice.

‘This is the second time I’ve had to let people go because of a reorganisation. And each time I feel less human. How can I do this and still remain human?’ The question came at the end of a workshop I was giving to support leaders in having the tough conversations associated with layoffs.

It was a brave question: firstly, for the vulnerability, this leader showed in asking it. And secondly, for cutting to the heart of an issue that many people managers recognise but are uncomfortable talking about. Telling people they will lose their job is, without a doubt, the worst part of being a manager. Each time I had to do this, I too felt like a little piece of me had died. (Obviously, it’s much harder to be on the receiving end of these kinds of messages – I’ve been there too – and although this column focuses on the manager, I recognise the terrible impact it can have to hear this kind of news.)

Wanting to find an answer, I spoke to people in business with first-hand experience of this situation. From CHROs to former colleagues and leaders who have done this many times over. I received great advice on the how of layoff conversations: be clear, be empathetic but don’t give people false hope. Focus on the individual and their situation; each person is different and has different needs. Remember that, although the news may be hard, in time they’ll learn from it and move on to a role that is more suited to them.

However, I had to probe deeper to get answers to how to handle the impact on the person telling the bad news. Is the reluctance to go there proof that we prefer not to think about the impact on those delivering the message? Or that we don’t have the language to talk about it?

This brings me back to the leader who raised the question during my workshop. His vulnerability led to an open discussion. The biggest takeaway this group has was that just because you become familiar with the process and language of layoff conversations, it doesn’t make you less of a human – you retain your humanity in the way you approach the conversations and how you make sure that, despite the news you have to share, you are true to your own values as you tell it.

We talked about the link between a leader’s vulnerability and their ability to engage and inspire their teams. And if vulnerability truly is a strength, organisations going through tough times should provide those in charge of telling the news a safe space with others going through the same. This is a great first step in alleviating some of the stress.

And, as our workshop drew to a close, it occurred to us that having the thought and being brave enough to ask the question in the first place, is what it means to be human in the workplace.

Julia Hart had over 25 years’ experience of working in international environments – from the newsrooms of daily newspapers to senior executive roles within large corporations in tech, food and feed – before setting up her practice as a professional executive coach. She is the author of ‘Insider Secrets; a handbook for career success’ and supports businesses with their communications challenges as a consultant. Julia writes on her own behalf about career matters, (female) leadership and work-life balance.

This blog first appeared on the website of Nomilk2day Headhunters. The executive search agency connects organisations and professionals active in agribusiness, food and industry.