Last Updated Nov 21, 2008 9:20 AM EST
- The Find: Ballet it's not, but famed venture capitalist and blogger, Guy Kawasaki, insists that there is an art to laying people off and offers a host of tips to those facing the onerous task.
- The Source: The American Express Open Forum blog.
- Cut deep and cut once. Management usually believes that things will get better soon, so it cuts the smallest number of people in anticipation of a miracle. Most of the time, the miracle doesn't materialize, and the company ends up making multiple cuts. Given the choice, you should cut too deeply and risk the high-quality problem of having to rehire. Multiple cuts are terrible for the morale of the employees who have not been laid off. (The Corner Office's Steve Tobak agrees.)
- Move fast. One hour after your management team discusses the need to lay off employees, the entire company will know that something is happening. Once people "know" a layoff is coming, productivity drops like a rock. You're either laying people off or you're not--you should avoid the state of "considering" a layoff.
- Whack Teddy. Most executives have hired a friend, a friend of a friend, or a relative as a favor. When a layoff happens, employees will be looking to see what happens to Teddy. "Did he survive the cut or did he go? Is it cronyism or competence that counts at the company?" Make sure that Ted is dead.
- Don't ask for pity. Sometimes managers go to great lengths to show the person they're laying off (or firing) how hard it is on them. This reminds me of the old definition of chutzpah: A boy murders his parents and then asks the court for leniency because he's an orphan. The person who suffers is the one being terminated, not the manager.
- Provide support. Usually, the people getting laid off aren't at fault. More likely, it was the fault of top management--the same top management with golden parachutes. Hence, you have a moral obligation to provide services like job counseling, rÃ©sumÃ©-writing assistance, and job-search help. There are firms that specialize in helping employees during "transitions," so use them.
The Question: Both sides of this equation - the manager and the about to be ex-employee - are unpleasant; if you've been on either side of the table, what do you wish you could have told the person opposite you about the lay-offs?