Frances Fry

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...

When we talk about the storytelling for bold change, and I think that's what this is, we summarize it with honor the past.

create a clear and compelling change mandate, that's here, and provide a rigorous and optimistic way forward.

So if I was going to think about what's the summary advice from storytelling, honor the past.

and rigor and optimism about the future.