Empathy goes beyond the CEO version of a "Ted Lasso" pep talk. My last post garnered some inbox questions, and off the mark comments like: that's HR's job. Um ...Negative. Heads up: I'm going down a philosophical rant, follow me here: #unpopularopinion
First let's agree: Layoffs, en masse, typical never happen in isolation within an organization. Layoffs are often part of a broader organizational issue, a result of larger decisions and considerations - that's what those dashboards are for - foreseeing trouble down the pike. Those making layoff decisions should be held accountable, IMO.
Secondly, let's agree: alternatives are on the table before a layoff: hiring freezes, "natural attrition" or quiet firing, reduced work hours, skill reallocation aka "cross-training," workforce redistribution aka "you would be great working over there" and then salary reductions. Leaders offering these options, IMO, are not better than above; they should also be held accountable, but thank you for trying.
Third, my opinion here: organizations that purport people first, transparency, culture first, etc, should have some semblance of change management protocols in place/in practice to support the theory behind these values (ADKAR, Kotter, Bridges, Agile, etc). IMO, no brainer here - but often these ideas are left on the HR list of to-do's.
Therefore, if you had the third step clearly defined, layering in empathy should be a natural activity, as we are human beings dealing with other humans within a system of choices enabling change, garnering buy-in and transitioning mindsets in a constraint called life that we have no control over. It's a facade - nothing wholly is under control.
What we CAN control is how we respond to the unanticipated outcomes, with the choices we make, while answering for the consequences of our actions, no matter where we sit in an org. If you can do it in a pandemic, you can do it in an economic/market downtown. You just chose not.
Dear Leader, people can understand that you gambled your bet and you got it wrong; people can't understand how you didn't hedged your bet as a leader yet held everyone else to the utmost accountability to protect and preserve your brand. If you want people to give you their best - you will need to protect and preserve them, just as you wish for them to do with your brand. Need examples: WeWork, Uber, AirBnB. Enron, WorldCom, GM, Circuit City.
Traditional HR is "how can we get the best out of the people to protect and elevate the brand?"without regard for reciprocity. Today's HR should be asking "how does the brand ALSO protect and elevate the people?" especially when they trust their leaders decisions sometimes blindly to make life choices like expanding a family, investing in a mortgage, relocating to new cities, etc.
Dear Leader, HR can't fix this alone - you too need to stretch into the uncomfortable. Communicating empathy is surface to embedding empathy. Start with the latter.
Founder and CEO of Alinohim Incorporated
2wLet us be the encouragement we want from others as it's like a warzone out there my #linkedin