Anne Morris

And I'd like to position us as coaching well-intentioned leaders, right?

who remain at these organizations and whose job it is is to bring this workforce that has just absorbed this pain, bring them along and into the future.

So where do you start with that challenge?

Mm-hmm.

Yeah, and I like the list of mistakes that you started to articulate earlier.

But if you have found yourself here where you have hired human beings and then let them go, right?

And it's not for obvious performance reasons.

Either you over-confidently predicted demand, which I think we saw that happen during COVID, or the strategy that you assumed would work is not working.

So one of the two things happened and it's on you.

And I love your advice to start with explicitly, unambiguously owning it.

This, I made a mistake and it was not free, both for the good people leaving and the good people staying.

Yeah, well, I think that bridges to the second point, which is, OK, own your historic mistake.

Now bring us into the present tense.

What is the plan, right?

What is the plan to not make this mistake going forward?

But what is the plan period?

Because now you have a smaller workforce looking at all of its options for employment.

So you gotta make the case first

for staying and for really leaning in.

So what's your plan?