Your channel is so underated, well thought out, great high quality content! It's nice to see your longer form content come to youtube, found you on tt. Please keep making these, your breakdowns are awesome!
Thank you so much for all your videos and content, Chris. I am so happy that I found you on TikTok and here. You help me a lot. Kind regards from Germany.
Wish organizations saw this..rather than dragging out the numbers for over 'the next 2 years'. Leaves people so distraught. Also troubling in large townhall to hear, when asked about if our large segment of the company would be impacted, to say 'we'll be taking advantage of the attrition, to minimize this'. I mean, it's not wrong, but sheesh.. you are hoping for more to leave? That feels horrible. And shows they didn't define their actions appropriately. Lastly,, the post RIF actions are key. Scary when these are still 'being worked out' -- just means confusion, lack of purpose, and engagement wanes even more. Thanks for the great points! Just subscribed!
@@CLWill Oh it definitely was helpful. As a first time tech startup founder it's big decisions like these that give me anxiety. I know start ups pivot a lot and thinking about how leaving some projects means we have to lose people is just stressful. Having an idea of how to methodically navigate those parts of business life is a bit relieving
Thank you for sharing, Chris! I agree with your points. While I work every day in such a way that I never have to layoff anyone in my department, if and when this happens, I know I will look up this video.
Yes because the people who already may be feeling betrayed or abandoned by the company and maybe doesn’t trust them is gonna wanna trust them or just trust someone else with their personal belongings…if I’m not coming back I’m not leaving them and if they’re mine then the company nor anyone at the company should be touching what’s personally mine…that to me is a violation…most people don’t like strangers or coworkers touching their personal belongings as far as I know
Thank you for the information, the company I work for recently did a round of layoffs and I find they followed a playbook very similar to what you outlined in this video. Something that I'm curious about and I find that this outline misses is the clear dependence on management/leadership for this to all work out (as best as possible), doesn't this exclude them (leadership) from the layoffs? If I were a CEO how would I go about properly laying off a C-suit level employee, if I were a C-suit how would I go about properly laying off my direct upper-level managers, and similarly if I were an upper-level manager how would I go about properly letting go of my line managers. I wouldn't be able to let them go early, as the rumors and stench of them leaving would worry the rest of the employees, but I also need their full and committed involvement for this to all properly work out... The immediate thought I am having is by cutting off the entire branch... but that is hardly ever the most ideal situation, any thoughts or advice on how you would handle this instead?
If you need to remove an entire branch of the org tree, you do the planning up to the manager above the effected area. Then treat that whole branch as effected employees, talking to them one-on-one and so on. Including the leader who is being laid off. If what you're trying to do is get rid of just a single senior level person, but not the entire org they manage, then that's not a layoff. That's a performance issue and should be dealt with as an individual performance issue. Not masked in the guise of a layoff. That's another video (coming up) where I discuss managing performance issues. But that's a one-on-one issue for that person. The higher up they are, the more planning needed, but that's not a layoff. That's a run-of-the-mill performance problem. Does this address your question?
@@CLWill that makes sense, thanks! I'm still curious on if management was part of the layoff (and it wasn't a performance issue). Here's a small-scale example to try better describing the situation I have in mind: CEO A
Your channel is so underated, well thought out, great high quality content! It's nice to see your longer form content come to youtube, found you on tt. Please keep making these, your breakdowns are awesome!
Thank you so very much. Much more content like this coming. I'm focusing on this sort of longer form content here. Please pass the word :)
Thank you so much for all your videos and content, Chris. I am so happy that I found you on TikTok and here. You help me a lot. Kind regards from Germany.
Happy to help!
Wish organizations saw this..rather than dragging out the numbers for over 'the next 2 years'. Leaves people so distraught. Also troubling in large townhall to hear, when asked about if our large segment of the company would be impacted, to say 'we'll be taking advantage of the attrition, to minimize this'. I mean, it's not wrong, but sheesh.. you are hoping for more to leave? That feels horrible. And shows they didn't define their actions appropriately.
Lastly,, the post RIF actions are key. Scary when these are still 'being worked out' -- just means confusion, lack of purpose, and engagement wanes even more.
Thanks for the great points! Just subscribed!
Thank you very much. Your points are so right as well.
So glad I finally got the chance to watch this
Thank you! Hope it was helpful.
@@CLWill Oh it definitely was helpful. As a first time tech startup founder it's big decisions like these that give me anxiety. I know start ups pivot a lot and thinking about how leaving some projects means we have to lose people is just stressful. Having an idea of how to methodically navigate those parts of business life is a bit relieving
Cl Will, you are very direct and clear in your message. I can watch you speak all day long. Coming from a person who coached teachers, great job!
Wow, thank you. That is so appreciated.
Thank you for sharing, Chris! I agree with your points. While I work every day in such a way that I never have to layoff anyone in my department, if and when this happens, I know I will look up this video.
That's what I'm hoping for. People will pull this out when they need it. Thanks for watching.
Wonderful presentation! Thank you!
Glad it was helpful.
Yes because the people who already may be feeling betrayed or abandoned by the company and maybe doesn’t trust them is gonna wanna trust them or just trust someone else with their personal belongings…if I’m not coming back I’m not leaving them and if they’re mine then the company nor anyone at the company should be touching what’s personally mine…that to me is a violation…most people don’t like strangers or coworkers touching their personal belongings as far as I know
Incredible thoughts
Thank you
Great video!
Thanks!
Thank you for the information, the company I work for recently did a round of layoffs and I find they followed a playbook very similar to what you outlined in this video. Something that I'm curious about and I find that this outline misses is the clear dependence on management/leadership for this to all work out (as best as possible), doesn't this exclude them (leadership) from the layoffs? If I were a CEO how would I go about properly laying off a C-suit level employee, if I were a C-suit how would I go about properly laying off my direct upper-level managers, and similarly if I were an upper-level manager how would I go about properly letting go of my line managers. I wouldn't be able to let them go early, as the rumors and stench of them leaving would worry the rest of the employees, but I also need their full and committed involvement for this to all properly work out... The immediate thought I am having is by cutting off the entire branch... but that is hardly ever the most ideal situation, any thoughts or advice on how you would handle this instead?
If you need to remove an entire branch of the org tree, you do the planning up to the manager above the effected area. Then treat that whole branch as effected employees, talking to them one-on-one and so on. Including the leader who is being laid off.
If what you're trying to do is get rid of just a single senior level person, but not the entire org they manage, then that's not a layoff. That's a performance issue and should be dealt with as an individual performance issue. Not masked in the guise of a layoff.
That's another video (coming up) where I discuss managing performance issues. But that's a one-on-one issue for that person. The higher up they are, the more planning needed, but that's not a layoff. That's a run-of-the-mill performance problem.
Does this address your question?
@@CLWill that makes sense, thanks! I'm still curious on if management was part of the layoff (and it wasn't a performance issue). Here's a small-scale example to try better describing the situation I have in mind:
CEO A
It's like my company used the don'ts like a checklist for their December layoffs...
So sorry. That's been my experience as well -- from both sides. Which is why I made this video.
Just like a hoover vacuum cleaner