Frances Fry

That the organizations or the parts of organizations that have really digested AI would be able to anticipate these much better than the rest of us using the old fashioned whoops.

And I think it's really important to do it in that kind of context, because as our dear friend and colleague Tom DeLonge always advises, all ambiguous information, just assume it's being interpreted negatively.

So you have to fill in the story.

Yeah.

And I think optimism is really essential here, but it's hard to get to optimism with ambiguous information.

So I think after we've apologized, we got to get to work on convincing people that we've got this.

As you know, I'm not off a limb competitive.

If I was competing against companies that were doing these layoffs, I'd be salivating.

Because what do we have to do?

We've got to explain what happened, own it, address the present moment, and then give an amazing plan going forward.

painfully painfully short of the challenge if we were going to bring this to advice to the people who are staying realize that your job is to place a narrative in the minds of people that they can proudly and eagerly talk about in your absence

And so you have to give us the rigorous and optimistic way forward in a language and with enough repetition that it sticks so that I can talk about it to other people and that those people understand it as if you said it to them.

So in many ways.

Even though the whole organization, including you, dear leaders, has gone through a trauma, it's up to you now to get your can-do spirit.

And what I want to advise is you might be done with layoffs because you were planning it for a long time.

And so you might be tempted to have an exasperated sigh or an exasperated disposition.

You're ready to move on.

And you might be disappointed with others who aren't matching your cadence.

You had months of a head start.

And so...