• Do plan to talk about it. Avoiding the issue creates greater distrust and does not help your employee move forward. You might start with, “How are you doing after the layoff last week?”

• Be open to questions and expect that either you won’t have all the answers or you may not be able to share everything. As a leader it’s ok to say “here’s what I know and here’s what I don’t know.” Or to empathize with their concerns or worries. Or sometimes just saying “yes, it’s hard”.

• Often there is not only sadness for colleagues who were impacted but also guilt that we got to keep our jobs and real concern about workload. That’s a lot of emotions and stress.

• If someone is really struggling, refer them to your Employee Assistance Program or Human Resources. You are not equipped or in the position to counsel, your role is to listen and provide resources.

• When they have had a chance to talk about how they are doing, ask what concerns they have about their work. Work together to come up with a plan and set time to reconnect more often to monitor how it is going and what is needed. Prioritization becomes even more important, identify the top priorities, and stick to those priorities.

This is a situation where we know we can’t fix the situation, yet as leaders we can build trust by being honest and transparent. Consider how you can provide hope for the future without being unrealistic. We all want to know things will get better. Our future is unpredictable, yet a leader who cares will make a difference.  

For more information on improving relationships and results through one-on-ones, check out The Connection Blueprint or contact: debbie@nodusinc.com 

Debbie Waggoner, CEO of Nodus Performance Consulting has a solid track record of success with Fortune 500 companies working with individuals, teams, and organizations to improve performance in the areas of leadership, talent development, and teamwork.