After the layoff: How to support your team when it just got smaller

A layoff creates shock and uncertainty, and the manager's first job is to be visible and human. Turning cameras on, gathering in person or virtually, and giving the team space to feel the loss builds the trust needed to move forward. The article shows that managers who hide behind email only deepen anxiety, while open, empathetic communication steadies the group.

Processing emotions is not a quick fix; it requires listening without judgment and allowing people to talk about grief, survivor guilt, or personal stress. The author advises leaders to vent to trusted advisors outside the team, so the manager does not off-load raw pain onto the remaining staff. This separation lets the manager stay confident and present for the team.

Supporting displaced employees in their job search is a practical way to demonstrate care and preserve loyalty among those who stay. Offering networking help, references, or resources signals that the leader values people beyond the current payroll, which in turn boosts morale of the remaining high-performers.

With fewer heads, the team must eliminate waste. The "UGLY" framework-What are we Underestimating, What's got to Go, Where are we Losing, Where are we missing the Yes-guides a systematic review of reports, redundant processes, and low-impact work. By cutting these, the group avoids burnout and maintains quality.

Finally, leaders need to fail strategically, deciding which goals can be dropped and which cannot, and to seek help from other teams. Treating other departments as partners rather than competitors opens shared-service options that spread load during peak periods. The article ties all these tactics together, showing that a human-centered, disciplined approach can turn a painful downsizing into a resilient, high-performing team.