Leadership in Times of Crisis: How to Let Someone Go Without Compromising the Future

A difficult decision. An unexpected announcement. A brutal goodbye. How should you react, as an employee… or as a manager?

With the new protectionist policies south of the border, uncertainty is growing. This blog article is not meant to spark a political debate but to reflect on the human and organizational impact of layoffs, through a very real story.

Last week, I spoke with a friend who had lost his job just a week prior.

He explained the context that led his company to make the decision to let him go.

A logical decision… in theory

On paper, the decision made perfect sense.

There were several people holding the same position in different teams, and the company wanted to consolidate the leadership of those tasks under one person.

The company has the right and even the duty to make this kind of decision to ensure its long-term viability, even if it’s never easy to let good employees go.

They provided good severance packages to those who were let go.

My friend has a wealth of experience and will have no trouble finding another job.

Of course, it’s a hard hit, and he’ll need a few weeks to recover, but that’s part of the game.

A classy exit

He was gracious before leaving, letting them know he was available to lend a hand if needed with the files that had been under his responsibility.

A really classy move on his part.

But also an important lesson for those who, like him, will one day receive this kind of bad news.

You have every right to be disappointed about losing your job.
You may even find it unfair.
But it’s not something you can control.

You do control your reaction to the situation.

Remember: it’s a business decision. It’s not personal.

By staying calm and accepting the decision with grace, you make sure not to burn bridges and you preserve your reputation.

The world is small.
You never know where the next opportunity will come from.
Your current employer might refer you for another role, or there might be a need for your expertise internally down the line, either for a full-time return or a part-time contract.

The same thing happened to me in 2019. I lost a position but stayed calm and maintained a good professional relationship.
The result: tens of thousands of dollars in contracts with my former employer since I went into business.
Those contracts gave me the peace of mind I needed to build my network and launch my business.

But a rushed departure

The issue in my friend’s case:
He was called in one morning and, after being told the news, was escorted out of the building.

No chance to say goodbye to his colleagues
No file handover

And yet, my friend was in charge of very important projects for the company.

Several questions remain unanswered:

• Is the company aware of all the ongoing projects?

• Who will take them over?

• Does the person stepping in have the necessary knowledge to complete the work?

• What is the company’s contingency plan?

• What will be the impact if these projects are not completed?

I have no intention of judging how the situation was handled. My friend was treated with respect, and the whole process remained civil.
It is a management right, and the responsibility lies with those making the decision.

However, it will be important for the company to find answers to the above questions.
Let’s hope, for the sake of ongoing operations, that they do.

What the company could have planned better

Returning to a broader perspective, as previously mentioned, this won’t be an isolated case.
You might one day have to make a difficult decision for your company’s survival.

From my experience, it’s in your best interest to prepare the organization for the loss of these individuals before they are let go.

When making the decision, here are some questions to consider:

• What is the date of the dismissal?

• How many employees will be let go?

• Which employees are concerned?

• Does the company have time to identify which important files are managed by the departing employees?

• Will all critical processes be covered after the departures?

• Who, internally, can take over?

  • If no one can:

    • How will the projects be handled?

      • Internal training?

      • External contracts?

        • Which may cost more than keeping the employee on, at least temporarily

I already know what many of you are thinking:
But the directive came from upper management, and they want a fast dismissal to reduce the company’s financial burden by $X.

I know you have people to answer to, and that often you’re just the messenger.
But remember:

• It will be your team members who must pick up the slack

• You will be the one facing the questions

• You will be the one living with the consequences of this decision

Not the corporation.
Not your boss.
You.

Beware of the hidden costs following the decision

So it becomes your responsibility to ensure that the impact of losing employees is minimized on overall productivity.

And don’t forget: asking your team to do permanent overtime is not a sustainable solution.

It adds stress to your employees, which can lead to burnout and time off work. This will only magnify the effects of the layoff.
It will reduce operational efficiency.

Yes, the tasks may get done, but the negative ripple effects may hit other areas of your production chain.

There is a direct cost to overtime that could equal or even surpass the cost of keeping the laid-off employee a bit longer.

A quick reminder: the manager’s role is to anticipate, protect, and explain.

In conclusion, as a manager, you will have to make unpopular decisions. But how you prepare for them and how you execute them will define your leadership.

So, the next time you face a tough decision, ask yourself this:

Have I done everything I possibly could to protect my employees, my projects… and my own credibility?

Discover the 5 Must-Ask Questions for Happy Teams

Do you want to better understand what motivates your team members and could help you create a happy team? My practical guide, 5 Must-Ask Questions for Happy Teams, is designed to provide you with simple and effective tools to:

• Create a climate of trust within your team
• Identify the true needs and aspirations of your employees
• Encourage meaningful conversations that foster collaboration
• Boost engagement and collective performance
• Anticipate and resolve challenges before they become obstacles

Carl-Michael Tessier M. Sc., MBA

Coach in high-performance team development and tailor-made support