Approaching the Layoff Conversation |Dodging Landmines

>> It is not easy being a manager these days with all the layoffs it is just so difficult to face employees especially when you have to

lay someone off. I have never done this before, do you have any suggestions?

>> Well, gosh, the first thing you have to think about is, where can I get the most critical advice for this very important conversation

and your HR business partner is the person to do that. They're really gonna be perfect for telling you what are the legal obligations

I have to follow, what are the permissions I have from the organization that tell me what I can and can not say. Once you kind of have

the black and white cover that way your next strategy's gonna be, okay, who's done this before and how can I talk to them to find out

what makes a really successful conversation, how can I be really good at this?

>> I get along so well with the people on my team and I know this has to be done but, I mean, it's just keeping me up at night and it

makes me nauseous.

>> And if it didn't I'd be so worried about you. It's very difficult to do; it's actually the hardest things for managers to do. What

you learn from that though of being nauseous or sick or nervous is that that's a data point for you, it tells you, okay, this is gonna

happen to me most probably in that meeting, what's the self-management technique that I'm gonna have to use in order to not allow that

to intrude on this very intimate conversation with my employee.

>> I know we're talking about how it's going to affect me and it's pretty tough but the person who is being laid off, it's so much

tougher for them. How can I stay on conversation, on point and make it through this for them?

>> Good question and let me help you with 3 simple techniques. The first thing to think about is brevity; you want to keep it short

and simple you don't need to drag this out. The second thing is be very cognoscente of respecting them, in other words, don't bother

trying to deflect responsibility from you to the organization or the "them" or the management, they're looking to you for this you're

the manager, you're doing it so take responsibility for that, give them that respect. The third thing is build a relationship with them

still you can still give them something even as you're showing them the door. So, for example, offer your support when it comes to

building their resume help them really ramp it up so it looks great, or support networks or people -- contacts that you know. Give

them some outlet for feeling better when they leave because your job still is their manager which means you should still help them

succeed even as you're helping them leave the company.

>> In summary.

>> So, in summary there's 3 things you have to remember. Manage your emotions before you go into that meeting because emotions are

contagious and there's gonna be a lot coming at you from the employee. The second thing is make sure you give them the dignity and

respect of not deflecting the responsibility elsewhere, keep it really brief, your message really brief but acknowledge the feelings

they're experiencing. And finally, offer your support as their manager before you show them the door.