When people are laid off, they go through a number of emotions: surprise, anger, denial, rejection, and hopefully in time, acceptance.  You may recognize this process as similar to the Kubler-Ross death and dying process (Denial, Anger, Bargaining, Depression and Acceptance).  If you encounter such clients, you will find that their natural first reaction is to ask, “Why me, what did I do wrong? ” and come to the conclusion that “I did nothing wrong.” Then anger sets in, and the displaced person, in these tumultuous times, focuses on the greed of the leaders and the millions of dollars taken out of organizations that caused the economic decline.  To focus on that anger indefinitely does not help.  A worker needs to learn to accept that a layoff is a change in employment status and move on: of course, this is easier said than done.  The period of cognitive distortion manifest by such statements as “This should not have happened at all,” or “Everything the organization did was wrong” needs to run its course.  Once the cognitive distorted period that supports anger and rejection of the company dissipates, the lack of employment can become simply a period of transition.  To arrive at this point, the unemployed worker must create a new mental process by reframing the event:  “This is what I am experiencing now, these are the emotions that I am feeling now, but I also realize that I have a great deal of talent.  I have confidence within myself to be successful and I will move on to a new position.”  The person needs to be aware of his own emotions, but shouldn’t excessively indulge in those emotions.  The stage of acceptance can now begin.  Frustration results from the emotions of the situation but those negative thoughts need to transition to positive thoughts and developmental acceptance.  Once the person reaches the acceptance stage, having a commitment for oneself can be anticipated.  The commitment to find another job is the positive response to this negative situation.  The commitment to having the confidence within oneself to write a new resume, network effectively, present positively in an interview, and accept another position can begin.  The commitment is to look at the situation in a positive light and ask what has been learned through this work and layoff experience.  What opportunities from past positions can be utilized in other jobs or used to one’s best benefit?  What training was received and certifications attained?  What opportunities were available to network?  All of these thoughts can be very beneficial for laid-off workers to correct and balance the emotional relationship within themselves.  People in such situations must learn to accept where they are.  Acceptance doesn’t mean agreeing with the way people ran the organization, or agreeing with the termination.  It means to understand oneself, be aware of emotions, be in control of emotions, and be ready to begin a new position with self-development thoughts, and then move on. 

Allow your clients a few days to indulge in the “poor me” mind set.  Then, to help your clients find a new position, you can suggest the following techniques.  Have your clients buy a notebook and begin keeping a journal outlining all the actions that they will take.  Action topics to keep in a journal could be a list of networking organizations, and identification of key people to network.  Write dates, places and people in the journal.  Locate the appropriate professional organizations in which to network.  Look, for example, at the Chamber of Commerce, the Lions or Rotary Clubs.  Go to professional organization lunches at places such as engineer clubs, High Tech Council, or Human Resource Management organizations.  Ensure your clients become more active: don’t let them fall into disengagement during this emotionally chaotic time of being laid off.  To engage is most important at this juncture.  Ask them to look at the newspapers or Business Times and find various ways to professionally network and put this in the journal.  Challenge your clients to maintain a positive attitude about themselves, the present situation, and the future.  Finding a job is a job in itself.  It is vital that clients create a positive attitude about themselves, the future, their families, and the workplace, and maintain confidence within themselves to find a job.

To begin the actual job search process, your clients can write in the journal all the talents that they demonstrated in past positions.  Many people do not realize that their job title, for example, engineer, administrator or salesperson, does not solely nor adequately define their skills.  Clients should look at all the skills that they actually demonstrate.  Some of the skills could include putting presentations together, creating PowerPoint, holding meetings, leading meetings, facilitating, asking questions, advising, coaching, mentoring, phone skills, networking skills, the ability to build trust, and systematically asking the right questions.  Those are all skills that stay with people regardless of a position, if they have confidence in themselves to effectively verbalize and utilize those skills.  Simulate an interview with clients and prep them to say things such as, “what I have learned in my last job” or “I am looking for a position that will challenge me.”

As a clinician coach, your job is to help your client regain confidence within themselves and carry themselves in a very positive light.  People want to work with positive people not with people who blame or are immature in anyway.  People caught in the economic, emotional, and changing work climate of the day will greatly benefit from your support, wisdom, and coaching through this chaotic devastation.

Right now, leaders have the unique opportunity, through the rebirth of their organizations, to discover what their greatest strengths are, and to communicate them daily so that confidence can be instilled in their employees. Layoffs in the workplace have been extremely difficult emotionally for those who remain. Leaders must communicate that they are in this together, while continually giving feedback, and recognizing high performance in a constructive, caring, mentoring, and coaching manner. Creating a team approach, helping employees remain resilient after the stress of layoffs, and learning how to best work together should be the focus of today's leaders. 

Many twists, turns, greed, and gratuitous corporate spending have caused the massive layoffs of 2008/2009.  Leaders, as a result, have made and will continue to make organizational changes because of the economic downturn.  This crisis has several resultant aspects: destruction and rebirth of business as we now know it, the emergence of a new type of leader, and the new strategies HR departments must now develop to deal with not only those being laid off, but also those surviving the layoffs.

This economic recession is like a forest fire.  Forest fires are devastating, with death, tremendous destruction, exceptional pain, and massive costs.  Going through a fire creates emotional upheaval because of loss of history, private belongings, and the sense of what was done and accumulated for years no longer has value.  But a forest fire also clears away all the land’s old overgrown brush and debris that has stopped new growth from springing up.  After a period of time, new growth begins to emerge from the cleared land.  This rebirth creates a very lush, green covered ground.  In the same way, people right now are caught in an emotional upheaval but what will result through all of the consolidation?  How many jobs will be lost and business landmarks sold?  The banking, financial, housing, and automotive industries are failed industries in the midst of their metaphorical forest fires.  As in the past, we should be able to see a rebirth through business consolidation with new jobs being created as these new organizations become stronger.  This economic forest fire has brought tremendous emotional pain, through this rebirth process; however, in two, three, or four years, we will see leaders emerge who are capable of dealing with the newly created business configurations.  The consolidation of these organizations will give people the opportunity to look at business in a fresh way, creating novel enterprises, and innovative entrepreneurial possibilities, and through these possibilities, many people will be able to find and realign themselves with positions that will help them to grow and develop.

In order to be a beacon through the forest fire, new leaders, to be effective, will need to be leaders of hope.  They must be visible, and must explain to people how to get through this crisis.  They will have to be frank, transparent in their dealings, and creative.  It is essential to help people understand that, while this is devastating, there is still a direction and a strategy of hope to survive.  Leaders need to be communicators, be able to over share information, to go up and down through various levels within their organizations and communicate a message of direction, economic success, and business success.  They will be required to help all levels of employees understand what the goals are for the next three to six months, what the possibilities are within a year, and what people will be doing, specifically by product and service.  They will have to help people to know who will be involved, how the organization will be altered, how people will work together, and how consolidated jobs will be created and measured.  Effective leaders will need to build an organizational strategy for approximately six months, beginning today, and continuing next week and the week after, repeating the cycle every week.  It is practical and realist to focus on a six-month period of time, indicating that these are the kind of things that have to be done today and for the next six months.  If accomplished, success will ensue.  Leaders need to help people to know how they will be evaluated and how success is measured.  They need to be able to communicate the what, who, when, and how of doing, and that the successes will be continually measured.  People should put SMART (Specific, Measured, Action, Realistic, Time-bound) goals in place, making very specific measureable actions so that it will be evident as to whether they are on the track to success or not.  Goals should be practical, realistic and put in a time frame.  Leaders must have the leeway to go back and rethink in a very practical perspective what must be done now and how it must be accomplished.  True leaders can be identified through their behaviors of listening, communicating, taking action, understanding the economic drivers and creating organizational passion.  They understand the passion of people, they instill passion in people, and they help organizations to identify what there greatest strengths are.  Right now, through this rebirth of organizations, leaders have a great opportunity to go back and find out what their greatest strengths are, communicate them daily, instill the confidence of strength in people, and lead people to utilize those organizational strengths to success.  If leaders do that, they will be able to get through this chaotic forest fire.  They need to understand where they presently are and the capabilities needed to move forward.  Leaders cannot afford to take the easy way out: they need to refocus on those great strengths within an organization.  The right questions need to be asked, such as what causes the success in an organization.  Once identified, those causes should be communicated and driven through the entire organization.  If leaders do that, employees will rally around them. 

This crisis has been an extremely difficult and emotional time for the HR people who deliver the message to those being laid off and those staying. There is no logical, satisfying way for HR people to justify layoffs because currently, layoffs are happening to those who have “done nothing wrong” and in fact, have done everything right. However, HR people in organizations that are humanistic are doing some of the following things:  1) They are letting people know the possibility of layoffs in advance; 2) They are finding ways to support the employees, such as having them take classes on resume building and interviewing skills.  3) They are providing meetings for families to discuss how to deal with their money during a period when someone is laid off, or how to borrow.  Unfortunately, most organizations today simply call people in, and in a very sterile and uncaring way, say “you have been laid off, security will walk you out, your computer has been locked, pick up your things, put them in a box, and leave.”  This is what happens when organizations are led by people who lack integrity, insight, and the ability to create vision.  If organizational leaders would take care of people through layoffs, the transition would be smoother, and the people actually having to deal with this would be better in the transition of change.  It would not take a great deal of time for leaders to stop and reflect as to how they can humanistically lay people off. 

People who have survived a layoff go through an emotional upheaval as well.  In addition to guilt, the survivors find themselves with consolidated job responsibilities and an impossible workload.  Leaders need to pull people together and communicate that many jobs have been consolidated.  They need to let people know that they are in this together, are reorganizing and building a new work team that will now be responsible for heavier workloads; that no one has a defined area; and that they are going to be responsible for the work production as a team.  It is not the time to talk about job descriptions, but rather focus on team responsibilities, how the team will work together, how it will get through this tumultuous period.  There should not be any “I” statements, only  “we” statements.  The process should be one of a team that will accomplish the goal and do whatever it takes together.  People will be drawn to inspirational leaders who are visible and courageous in leading.

Resilience is the ability to come back from a trauma.  People will be resilient if they see hope, if they see people who are willing to work with them and help them in many ways.  An opportunity is lost if leaders are not visible on a day-to-day basis.  Imagine Ulysses S. Grant going to his troops and saying: “We are in a war for survival and it has been devastating.  It has been a long war, hard fought and I know you all have made many personal sacrifices.  I tell you what, I will be back in a year or so to see how things are going.”  That is what many corporate leaders are doing through their silent and absent voices.  Leaders need to be visible, inspirational and compassionate.  They need to be out in front of their troops, leading them, communicating success and inspiring them to do more. 

Companies that have failed need to acknowledge the organizational changes and the emotional stress on workers, risk creating an even greater mentally unhealthy and unproductive environment than that caused by the current economic crisis.  Many people feel overwhelmed right now, but leaders can address these high levels of anxiety and stress by being aware and proactively addressing issues, thus creating psychologically healthy workplaces.  Good leaders must continual give feedback, recognize high performance, let people know specifically what they are doing right, and in a very constructive caring, mentoring, coaching way, support people.  The stock may have collapsed, but the morale of America doesn’t need to go with it.  It is going to take a unified front for all to get through this.  The next few months may be doom and gloom but the fire is out, and creating that team approach, helping people understand what it means to be resilient, and working together will produce the new growth. 

We have seen the fire burn, smelled the smoke and are watching it fade out.  We have taken a look at those who are leaving, those who are delivering the news of change, and those who have survived the layoffs.  Now the cohesive glue of trust must be applied.  This team approach of sharing information and pulling energies together is the right way to go through this economic, emotional, changing time.  Leaders must now demonstrate quiet confidence in guiding organizations towards success.