The Top Five Managerial Fallacies Concerning Layoff Survivors by David Noer, author of Healing the Wounds: Overcoming the Trauma of Layoffs and Revitalizing Downsized Organizations.
Leadership in the post-layoff environment is a helping, not a controlling relationship, and requires reaching out, not closing down and hiding behind a facade of toughness and control. Organizations that have successfully helped employees rebound from the trauma of layoffs have required their managers to learn and apply basic helping skills.
Read the full post, for more good points by David Noer. Obviously when managements failures result in layoffs it is a huge blow to respect for people. It is very challenging to maintain lean thinking or Deming based improvement efforts when layoffs are needed. And if that failure isn’t addressed and explained and details provided on why the leadership failed and what is being done to fix those problems with the management system, the challenges grow.
I am very disappointed in management that resorts to layoffs as the easy solution to their failed leadership. Most of the time layoffs are an indication management does not respect people in any way, no matter what they say. Now, I do believe, it is possible that a company has been failed by past leadership and gotten into a position where layoffs are the right choice, but most companies choose layoffs as just another MBA spreadsheet “management” exercise and those companies pay a heavy price for such poor management.
Related: posts on layoffs and reducing staff – Honda has Never had Layoffs and has been Profitable Every Year – Creating Jobs
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