Leadership through downsizing

 I recently heard someone quoted as saying “I’ve had to make so many personnel cuts that I’m becoming calloused to it all.  It just doesn’t affect me the way it used to”. 

Wow.

In my career I’ve gone through numerous rounds of having to downsize organizations.  And although the mechanics itself might feel more familiar with each go-around, I can’t say that it gets easier at all.  In fact, the last time I had to fire someone, it felt equally as gut-wrenching as it did the first time.  And I hope that never changes.

Since when did it become a badge of honor to talk about feeling calloused when it comes to firing people?  Does that make you cooler?  Does it make you a better leader?  Is it something you want others to emulate?  I contend that it’s not.  The day that a leader loses heart, he/she loses the ability to inspire and motivate anyone to do anything more than just show up and take up space.  And the day you feel indifferent about firing someone, you need to check out of your job and get back in touch with your human side.

As I see it, there are some basics that need to be on the checklist when it comes to making a cut in any organization --- whether it’s a company, a not-for-profit organization, or a school district.  Here are some to consider:

• Who does this impact?  Obviously the person in question, but what about a wider circle of people?  Are there people who depend on this person’s work?  How will it motivate them? 
• Who should you consult?  In any organization there are others who know more than you do.  Ask them.  You might not have to get their “permission”, but making cuts without consulting others who have a vested interest will only cause feelings of resentment down the road.  It’s a sure-fire way to break up a team.
• How will you do it?  What’s the rationale you will use?  Will you blame it on someone else or will you share your thought process?  If you’ve done your homework and preparation, the person should never be surprised – because you will have been communicating all along.  Whether it’s performance based or purely budget-related, you should have been sharing context well in advance of the conversation.
• How will you communicate it to the wider population?  Will you leave the announcement to chance?  Or will you manage communication to the thought leaders?  Be sure to talk with those whose opinions are the most respected so that they can help you get the right message out. 

Cutting staff is probably the most difficult thing that a leader has to do.  How it’s done separates the best from the mediocre.  No one will ever blame you for the decision if it’s done the right way.