Anne Morris

Yeah, yeah, I love that.

Own it.

We've got this, step two.

And then I think the third step here is to describe the future in rigorous and optimistic terms.

So give us a plan for the present tense and then tell us what the payoff is if we roll up our sleeves and help you build the next phase of this organization.

For instance, I'm struck by the research that Gallup does every year.

And I think the latest data I saw was that only 15% of U.S.

employees strongly agree that their organization's leadership makes them enthusiastic about the future.

And in our experience, that number drops to single digits at best during a layoff.

Yeah, tell us about the future in vivid and specific language.

Tell us what it's going to feel like when we get there.

Give us a data-driven case for why we're likely to get there.

And then repeat it over and over and over again.

I mean, one of the things I'm struck by is, you know, there's a lot of behind the scenes energy that goes into preparing for a layoff.

You know, companies think about it for a long time.

They think about how to do it.

They think about, okay, how are we going to compensate?

Very deeply well-intentioned.

They send the email, right?

Like the grim layoff email.