Anne Morris

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?

What's the update?

What's the new strategy?

What's the plan for better execution?

What else, besides letting people go, is the company doing to position itself to win?

I think about that bumper sticker all the time.

All ambiguous information is interpreted negatively.

We have a negativity bias.

So if you want us to think positively about something, you have to be crystal clear about it.