In the current economic landscape of business, one of the most challenging scenarios leaders may face is the necessity for redundancies, job losses, layoffs - whatever we want to call them - within their organisation.

In this blog, Firefly’s CEO, Kirsty Maynor, explores the intricacies of managing redundancies, sharing insights and strategies for leaders to navigate this terrain with grace and efficacy.

The Landscape of Redundancy

Redundancies can be fraught with emotional, ethical, and logistical complexities;  and what I see in organisations and in working with senior leaders and executive teams is the challenges that this type of situation brings. Leaders can sometimes find themselves struggling with issues of confidentiality, loyalty, integrity, a fear of hurting people and of doing the wrong thing and the overarching responsibility to both the organisation and its employees. 

Moreover, legal obligations vary across different jurisdictions, adding another layer of complexity to an already challenging situation.

Embracing Strong Leadership

While navigating redundancies or changing organisational structure can seem daunting, it also presents an opportunity for leaders to demonstrate strong, values-driven leadership rooted in authenticity and humanity. When approached with empathy and intentionality, the process of managing redundancies can become a pivotal moment for both the organisation and its employees.

Key Strategies for Effective Leadership

• Manage Your Own State: Leaders who are most effective in challenging situations and organisations are the ones who are self aware and take even just a few minutes to notice your own energy and attention before they engage in conversations with others. Taking a few moments before a difficult conversation to evaluate your own energy and attention can enhance clarity and effectiveness in communication.

• Be Intentional: Approach the redundancy process with clear intentions and a genuine desire to support affected individuals. Prioritise open communication, actively listen to employee needs, and provide support wherever possible, even if you’re unable to fulfil all requests.

• Control and Influence What You Can: While leaders may have limited control over the organisational context of redundancies, they can still influence by advocating for transparent communication, compassionate processes, and timely support mechanisms. Align your actions with your identified intentions to stay in integrity and retain fairness throughout the process.

• Embody Conscious Leadership: Recognise the importance of leading from various positions and be conscious of where you are leading from. The Co-Active Leadership model outlines four key positions of leadership and the need to be intentional about the choice in each situation - are you leading from in front, beside, behind, or whether you’re leading from within?  Different stages of challenging situations in leadership roles call for different things. Try to be aware of where you’re leading from, challenge default leadership patterns in yourself and others around you, and consciously choose the most appropriate approach to support individuals and uphold organisational values.

Prioritise Self-Care

Overall, take care of yourself, leading an organisation through job losses or any significant change is not an easy thing, so seek support for yourself if you need it  - in whatever form is most helpful - and make sure that you’re well resourced for having difficult conversations and handling the emotions of change. 

For more support on leading through change you’ll find helpful content in Untangled, a practical and inspirational guide for change you choose and change you don’t” on how to handle the emotions of change. Primarily for individuals who are going through change, in other words to people who are being made redundant, it’s also beneficial for you if you are in the situation of having to carry out those changes and there’s a chapter on Untangled in organisations available at www.untangledbook.com 

What’s next?

Navigating redundancies requires leaders to lead with empathy, integrity, and resilience.

By embracing strong leadership principles, prioritising open communication, and fostering a culture of support and compassion, organisations can navigate this challenging terrain with grace and integrity, ultimately emerging stronger and more resilient in the face of change.