New Hope Community, Inc.

Training Coordinator

Foresight Leadership Solutions

Specializes in Strategic Management, Change Management, Talent Management and Team Development.

Organizational Development Consultant

irwin siegel agency, inc.

Loss Control Coordinator- Risk Management Divison

The Center for Discovery

Developed and implemented individualized service plans for persons with disabilities in a residential program, managed and developed staff and provided oversight for general operations for a residential facility.

Program Manager

The Salvation Army

Served the Freeport area with a state funded senior citizens program, a community advisory board of 25 members, together serving over 30,000 individuals annually.

Developed programs for children, youth and adults focusing on education, character development and basic life skills.

Director of operations/Corps Officer

I help leaders work well with people. Sharing thoughts and tools.

I'm 43. I started leading people at 24. 

The smallest number of direct reports I've had is 7. The largest number is 25.

But by the time I hit 30, I was burnt out, quit my job, and moved to a small town in upstate NY.

I found a job in human services running a program for children on the Autism Spectrum.

I fell in love with the work and with the people we supported.

However, I quickly realized that my leadership approach wasn’t working.

Something had to change.

I realized that my “human service” began not with the people we served but rather with my staff.

So, I decided to pay more attention to this relationship.

My vision was simple:

I wanted staff to feel:

Welcome...
Wanted...
Supported...
Valued... 
Appreciated.

So, today, I focus on helping leaders lead people well by creating cultures that support human flourishing.

If you’re struggling with team morale, conflict, or simply want to create a healthy team culture and organization, don’t hesitate to message me.

Some conversations are difficult and uncomfortable. Here's a 10-step guide to help.


We all have conversations we’re avoiding:

- Asking for a raise.
- Addressing poor performance.
- Addressing a disrespectful boss.
- Addressing conflict with a colleague.

Here are 10- steps to help you prepare:
____

Step #1: Reflect on the issue.

Determine what the core issues are.

What are the concerns you must discuss?

 Get clear on your thoughts and feelings around it.

Writing them out helps with gaining clarity.
____

Step #2: Consider the other person's perspective.

Try to see the situation from the other person's point of view.

What might their concerns be?

What might their sensitivities be?

This helps you approach it with empathy.
____

Step #3: Decide what you want to say.

Plan out the key points you want to address.

- Be clear.
- Be direct.
- Be respectful.

Again, write things down if it helps organize your thoughts.
____

Step #4: Choose an appropriate time and place.

Don't ambush the person.

Ask for a private meeting in a neutral setting.

And you don’t want to be rushed, either.

So, make sure that the person has enough time for your meeting.
____

Step #5: Start with a clear opening statement.

The statement should address:

- A detailed description of the issue.

- Any feelings you may have around the issue.

- Your expectations for the resolution of the issue.
____

Step #6: Use "I" statements.

Frame things in terms of your personal feelings and perspectives using "I" statements.

“You” statements sound accusatory.
____

Step #7: Listen actively.

Let the other person speak uninterrupted.

Try to hear their point of view.

And ask questions for clarification.
____

Step #8: Stay calm.

Difficult conversations naturally bring up emotions.

But do your best to keep your cool.

And avoid becoming defensive or heated.
____

Step #9: Seek resolution.

The goal is resolution, not winning an argument.

Be open to finding common ground.

And be open to compromise if needed.
____

Step #10: Conclude respectfully.

Thank them for their time and willingness to discuss the issue.

And reaffirm your willingness to work together going forward.
____

The key is:

- Being prepared.
- Staying composed, and ...
- Maintaining an open, respectful attitude.

Remember...

Your focus is on understanding and resolution.

What step would you add to this?


PS: If you found this helpful, share it with your friends here on LinkedIn by reposting it. They will thank you, and so will I.

Campbell Lumbila

5 Strategies for Dealing with a Psychopath at Work.


Yesterday I showed you 6 traits you can spot in psychopaths at work. Link in comments. 

Now let’s talk about strategies to handle them.

I’ve adapted the strategies I learned from Dr. John Clarke.

Let’s dive in:
_____

#1. Know your foe.

Educate yourself.

Understand what a psychopath looks and acts like in an office setting.

This arms you with the ability to spot trouble before it fully emerges.

These aren't Hannibal Lecters.

They're your overly charming, yet eerily manipulative colleagues who never seem to get their hands dirty.

Get to know them.
_____

#2. Don't go it alone.

Why?

Because isolation is their game.

They thrive on picking off stragglers.

So, connect with your colleagues.

Form real, not superficial, alliances.

Alliances that strengthen your position and validate your experiences.

It’s much harder to manipulate a group standing strong together than individuals scattered and alone.
_____

#3. Build your support network.

When things escalate—and they often do—reach out.

- Talk to your friends.
- Talk to your family.
- Talk to your supervisor.

And when things become untenable, take it up with HR.

Remember to:

- Bring facts.
- Bring dates.
- Bring specifics.

Psychopaths play dirty, but they falter when faced with documented, concrete evidence.
_____

#4. Claim your wins.

Psychopaths steal.

They steal ideas, credit, and momentum.

Don’t let them.

Instead, document...

- Every project.
- Every success.
- Every brilliant idea you pitched.

Make your contributions known to those who matter.

Visibility is your shield.

It protects your work from being hijacked by those waiting to claim it as their own.
_____

#5. When all else fails, plan your exit.

Know when to cut your losses.

If the psychopath is too entrenched, or if the culture won’t change...

Concede, because sometimes the battle’s lost.

Don’t think of this as a defeat.

No!  It’s a strategic retreat.

Find a place where...

- Your talents are seen.
- Your efforts are appreciated.
- Your environment is healthy.
_____

BONUS STRATEGY....

#6. Cultivate a resilient culture.

If you lead a team, reward transparency and accountability.

Why?

Because psychopaths prefer shadows and corners to bright lights and clear guidelines.

So, champion open communication and regular feedback.

It’s your best defense against toxic disruptors.


PS: If you found this helpful, could you share it with your friends here on LinkedIn by reposting it? They will thank you, and so will I.

How to Spot Psychopaths at Work (6 traits to watch out for).


Psychopaths...

Their influence can be subtle yet profound.

They draw people in with...

- Charm.
- Confidence.
- Charisma, and ...
- Assertive communication.

They ascend quickly and thrive in roles that require bold decision-making.

However, ...

Their success often comes at a cost to the organization and its people.

So, how exactly can you spot a psychopath at work?

Here are 6 traits to watch out for:
_____

#1. Ruthlessness:

And it shows up as a relentless pursuit of personal or organizational goals.

But this gives them away:

They have no regard for the welfare of others.

They are driven to win.

Even if winning harms the team's cohesion or ethical standing.
_____

#2. Fearlessness:

For a psychopath, it’s not about bravery.

It’s about a lack of caution towards risky decisions.

Never mind that this could lead to disastrous outcomes.

Their mantra?

High-risk, high reward.

And this behavior jeopardizes the team’s stability.
_____

#3. Charm and persuasiveness:

These are their tools of choice to manipulate others.

A psychopathic individual uses these traits to:

- Gain trust to influence.
- Build superficial relationships, and ...
- Manipulate team dynamics and decisions.
_____

#4. Egocentricity:

This is an overinflated sense of self-importance and entitlement.

And this leads them to:

- Dominate meetings.
- Dominate decision-making processes.
- Diminish or disregard the contributions of others.

They are real jerks!
_____

#5. Impulsiveness:

Psychopaths make hasty decisions without fully considering the long-term implications.

They rely on the belief that they can navigate any fallout regardless of the consequences to the team.

And boy are they often wrong about that.
_____

#6. An absence of conscience and empathy:

They feel little guilt or remorse for actions that harm others.

The result?

Unethical actions such as lying, stealing, or worse.

And they rationalize them under the guise of business needs.

They have no moral compass. None whatsoever.
_____

Psychopaths create a toxic work environment.

And your challenge as a leader?

Recognize these traits and mitigate their impact.

Not by shunning ambitious or assertive individuals, but by fostering a culture of...

- Accountability.
- Ethical behavior, and...
- Genuine team collaboration.

Tomorrow...

I’ll share 5 steps you can take to deal with psychopaths at work.


PS: If you found this helpful, could you share it with your friends here on LinkedIn by reposting it? They will thank you, and so will I.

How leaders deal with the emotional toll layoffs have on them.


Leaders are tasked with laying people off.

Yet almost no one thinks of the leader’s emotional well-being in this process.

Here are 3 suggestions I have for them:
_____

Suggestion #1: Seek professional emotional support.

Trying to “tough it out” alone is a bad strategy.

And bottling it up often leads to explosive outbursts.

Instead, consider counseling to process the psychological impact.

Talking to a professional will help you process questions like:

👉 How can I take accountability for my role while also showing self-compassion?

👉 Am I allowing myself to fully feel and process the complex emotions I'm experiencing without judging them?

👉 If I could go back, what would I have done differently in communicating with and supporting impacted employees?
_____

Suggestion #2: Raise your self-awareness.

Stay attuned to your emotional and mental state.

If you start feeling unhealthy symptoms, like...

- Anger.
- Depression.
- Substance abuse.
- Relationship strain.

It’s a sign that more self-care is required.

So, could you make time for those practices that recharge you?

Remember, the layoff process is often brutal and relentless.

So, I would like you to please take care of yourself.
_____

Suggestion #3: Reflect and pursue closure.

Whether you like it or not, ...

Upending people’s lives will affect you at a visceral level.

So, permit yourself to grieve and own your part in the process.

I’ve found journaling about my emotions helpful in processing such situations.
_____

None of these steps are easy.

But if you’re going to get through the emotional toll of layoffs, you must consider one of these interventions.

And in the end, you’ll be a better leader for it.

I promise.


PS: If you found this helpful, share it with your friends here on LinkedIn by reposting it. They will thank you, and so will I.

The number 1 mistake leaders make when delegating is this...


They delegate tasks, but not authority.

When you delegate tasks, you're saying...

"Do this exactly as I've outlined."

It’s safe.
It's a directive.
It’s predictable.

And it leaves little room for personal initiative and growth.

However, when you delegate authority, you're saying...

"I trust your judgment."

This motivates.
This empowers.
This is a vote of confidence.

And it transforms the dynamics within your team.

It fosters a culture of trust and respect.

It makes people feel valued not just for the work they do but for the insights and decisions they bring to the table.

In other words,...

When you delegate authority, you're not just offloading work.

You're building leaders.

And yes, this approach requires a leap of faith.

It requires that you relinquish control.

And it requires that you clearly communicate the expected outcomes.

The payoff, however?

A resilient and agile team equipped to handle any challenge without handholding.

So, delegate both authority and tasks, and see your team thrive!


PS: If you found this helpful, share it with your friends here on LinkedIn by reposting it. They will thank you, and so will I.

Have you ever been used by someone? How did it feel? Here’s the thing:

People know when they’re being used and not valued.


Using people ...

- kills morale.
- dehumanizes them. 
- breeds fear and resentment.

So, how do you ensure your team feels valued?
_____

Start with listening.

Not the nod-and-smile kind, but the active, engaged kind.

People want to be heard.

They want to know their opinions matter.

And when people bring something to your attention, ...

Act on it as soon as possible.

And the result doesn’t have to be positive either.

People just want to know that what they said matters enough to warrant your attention and immediate action.
_____

Next, recognize their efforts.

Not just in the annual review, but daily.

Acknowledge the small wins.

Celebrate their achievements.

A simple "thank you" can go a long way.
_____

Then, empower them.

Give them the autonomy to make decisions.

Trust their judgment.

When people feel trusted, they invest more of themselves in their work.
_____

Next, provide growth opportunities.

Invest in their development.

Whether it's training, new projects, or mentorship.

Show them you're committed to their growth.
_____

Also, be transparent.

Share the big picture.

Let them see how their work contributes to the organization's goals.

This fosters a sense of purpose and belonging.
_____

Lastly, show empathy.

Understand their challenges.

Support them through tough times.

This builds a strong, loyal team.
_____

Valuing people isn't complicated.

It’s about making people feel...

- seen.
- heard
- appreciated.

PS: I post leadership guides like this Monday through Friday at 7:00 AM EST.

♻️ Please consider sharing with your friends here on LinkedIn by reposting and joining the discussion.

How your team can regroup after layoffs. (an 8-step guide)


It’s the first day back to work for the “survivors” of the layoffs.

What do you do? How do you lead them?

Let’s dive in:
____

Step #1: Acknowledge the loss, uncertainty, and grief.

Reassure your team that it’s a safe space for them to express themselves.

Then ask them this simple question:

What’s one word that expresses how you feel about what just happened?

Then listen and validate their experience.

Don’t argue or justify. 

Just listen.

Because they need to know that their reactions are normal and understandable.
____

Step #2: Commit to communication.

Provide regular updates, address any rumors, and have town hall-style gatherings for Q&A.

Always be transparent about...

- The reasons behind the layoffs.
- The decision-making process.
- The steps being taken to ensure the company's future success.
____

Step #3: Clarify roles and responsibilities:

This reduces confusion and ensures that essential tasks are covered.

So, redistribute tasks and responsibilities.

And clearly outline the new roles and expectations.
____

Step #4: Work on creating a sense of unity.

Beware that some may be feeling survivor's guilt.

Others may be resentful toward you and the overall leadership.

But you must guard against disunity.

Remind your team of the shared goals and values that brought them together in the first place.
____

Step #5: Provide emotional support.

Offer counseling services.

Hire a stress management coach.

Encourage people to use the employee assistance program.

Do everything you can to help your team cope with the emotional stress of layoffs.
____

Step #6: Celebrate small wins.

Nothing reminds the team of their impact like celebrating wins.

So, recognize and celebrate even the smallest victories.

And remember:

Celebrations boost morale and remind the team of their collective strengths and achievements.
____

Step #7: Refocus on the future.

It's super important to quickly shift the team's mindset toward the future.

So, take this time to:

- Outline the company's vision and strategy.

- Evaluate the workplace culture and fine-tune it.

- Involve the team in setting new goals and priorities.

This will help the team regain a sense of purpose and direction.
____

Step #8: Lead by example.

No pressure!

But your team needs you now more than ever.

So, model resilience, positivity, and a commitment to the team's success.

Your actions and attitude will set the tone for how the team navigates this transition.


PS: If you found this series helpful, share it with your friends here on LinkedIn by reposting it. They will thank you, and so will I.

The Power of a Mindful Morning.

The first moments after you wake up set the tone for the entire day.

If you start rushed and stressed, that energy follows you.

And if you take time to be grounded and focused, ...

You’ll be ready to tackle whatever comes your way.

Here’s how to make it happen.
_____

Step #1: Set aside time.

Dedicate just 5-10 minutes each morning for mindfulness.

It doesn’t have to be long, but it should be consistent.

Find a quiet spot where you won’t be disturbed.

Mine is 4 AM.
_____

Step #2: Choose your practice.

Decide whether you prefer meditation or deep breathing exercises.

I use both because they’re effective.

You can just choose what resonates with you.

I’ve recently been using the Non-Sleep Deep Rest Protocol (NSDR).

Just search YouTube and choose the one by Dr. Andrew Huberman.

It's also a great protocol to help you fall asleep or boost energy in the middle of the day.
_____

Step #3: Set an intention.

After your meditation or breathing exercises, set a positive intention for the day.

It could be something like, ...

“I will approach today with patience and openness,” or ...

“I will stay calm and focused in the face of challenges.”
_____

PS: I post leadership guides like this ...

⏰ Monday through Friday at 7:00 AM EST.

♻️ Please consider sharing with your friends here on LinkedIn by reposting and joining the discussion.

Leading unmotivated employees is hard. 

Here’s a 3-part series to help you.

Let's dive in:
_____

Part 1: The Foundation

First, identify the root cause.

Schedule a one-on-one meeting to determine if any of these are contributing factors:

- Personal issues.

- Health problems.

- Other situational factors impacting their work.

Stay within the bounds of HR rules and let these issues arise naturally if possible.

Proceed with tact but don’t be intimidated.

Also, ...

Determine if they have the necessary skills, training, and resources to perform their role effectively.

This is a great time to assess:

- Role fit.
- Workload distribution.
- The effect of team dynamics.
_____

Second, set clear expectations.

Remove all ambiguity by collaboratively reviewing their:

- Job description.
- Key responsibilities.
- Expected deadlines, and...
- Measurable performance goals.

Remember to schedule future one-on-ones to provide feedback.

Your goal is to create a consistent feedback loop and help them understand areas for improvement.

Don’t forget to...

Discuss and agree on specific, achievable targets and timelines for demonstrating progress.
_____

Third, provide training and development.

Start by identifying specific skill or knowledge gaps based on their role requirements and performance issues.

Then recommend relevant...

- Workshops.
- Online courses.
- Training programs or ...
- Industry-specific certifications.

This will help them up-skill, re-skill, and cross-skill.

Remember to provide opportunities to:

Work with a mentor or ...

Shadow a subject matter expert or ...

Take on a stretch assignment to broaden their exposure.
_____

I promise that if you apply what I’m sharing, one of two things will happen:

Either the staff will improve, or...

The staff will leave your team because you’ve raised the bar.

I hope this helps.

Join me tomorrow for Part 2. I'll share 3 more approaches that work.


PS: If you found this helpful, share it with your friends here on LinkedIn by reposting it. They will thank you, and so will I.

How would you like to work at a company where you feel...


- Belittled.
- Stressed.
- Unnoticed.
- Disrespected.
- Undervalued.
- Unappreciated.

If any of these resonate with you, it’s a sign.

A sign of an unhealthy culture.

Listen, I get it...

You’re responsible for your own feelings.

But it doesn’t matter how positive you are.

If your work environment is constantly negative, it will eventually bring you down.

So, here’s a simple exercise to help you.
_____

Ask yourself:

How do I want to feel when I come to work? (List as many feelings as you can).

Then ask...

What do people around me have to do to help me feel this way?
_____

Remember...

When people feel undervalued, they're already halfway out the door.

How people feel at work matters a lot!

So, how do you want to feel when you show up for work?

Share in the comments.


PS: If you want to use this with your team, flip the questions.
 
PPS: If you found this tool helpful, share it with your friends here on LinkedIn by reposting it. They will thank you, and so will I.

The 2 things you control to boost team morale. 


This is the last part in our series, Leading Unmotivated Employees.

Let’s recap:

We've talked about 6 things to help you lead them:

1. Identify the root cause.
2. Set clear expectations.
3. Provide training and development.
4. Coach and support. 
5. Consider role reassignment. 
6. Implement consequences. 

Let’s close with 2 other things you could consider. 

The good news? 

They’re in your control! 

Let’s dive in:
_____

Seventh: Reward and recognition.

When people ...

- Progress.
- Show effort.
- Demonstrate marked improvement.

You should reward and recognize them.

Consider non-monetary rewards, such as ...

- Public acknowledgment.
- Additional responsibilities.
- Development opportunities.

Remember to tie rewards and recognition to specific, measurable accomplishments to reinforce desired behaviors.

Also, ...

Let celebration be a value for your team.

Celebrating people’s successes fosters a positive and motivating work environment.
____

Eighth: Creating a positive culture.

As the leader, you’re the chief cultural officer of your team.

Even when the overall organizational culture is unhealthy, ...

The sub-culture of your team should be anything but.

So, lead by example and demonstrate ...

- Dedication.
- Enthusiasm.
- A positive attitude towards work.

Promote a growth mindset by emphasizing continuous learning and development opportunities.

While other teams complain about the new standards and pressure, ...

Your team ...

- Pivots.
- Adapts.
- Iterates.
- Innovates.

All the while ensuring fair and equitable treatment, recognition, and opportunities for all team members to grow.

Yours is a culture of ...

- Respect.
- Appreciation.
- Work-life balance.

All to support employee engagement and well-being.
____

A lot may not be in your control.

But these two you can control for your team.

Recognize and reward them.

And create a positive culture for them.


PS: If this series has been helpful, could you share it with your friends here on LinkedIn by reposting it? They will thank you, and so will I.

My team did 3 practices. The result was remarkable:


Let’s dive right in:
_____

First: We reviewed our goals at every team meeting.

We were intentional.

We had a clear destination.

We had clear objectives in mind.

My role as the leader was to keep the team focused on the destination.

So, I seized every opportunity to reiterate our shared goals.
_____

Second: We created space for every idea.

No matter how small or unconventional,...

Every idea got a fair hearing.

Our mantra was simple:

Try first before you dismiss.

Why?

Because we knew that creativity thrives when every voice is heard.
_____

Third: We lived for the debrief.

All outcomes, whether successes or failures, were subject to critique.

We constantly analyzed results.

And this allowed us to learn some valuable lessons.

Then, we made incremental improvements, avoiding needless pain.

As the leader, I became comfortable with this truth:

The best ideas are often forged in the crucible of critique.
_____

The main takeaway is this:

A united team can become a powerhouse of creativity.

And as a leader, your job is to create a culture where ideas can thrive.

Happy Friday everybody.

And...


PS: If you found this helpful, could you share it with your friends here on LinkedIn by reposting it? They will thank you, and so will I.

This question transforms teams. Guaranteed! And here’s why...


But first, the question: don’t let its simplicity fool you...

Here it is: 

What outcome do we want to achieve, and why is it important to each of us?

Let's unpack it:
____

First, it fosters a shared purpose.

You want a team where everyone feels their role is vital to the mission.

This isn't just about having a common goal.

It's about crafting a collective vision that resonates personally with each team member.

Because when people see how their contributions fit into the bigger picture, their engagement soars.
____

Second, it aligns the team.

Alignment isn't just about agreeing to a goal.

Alignment is about synchronizing efforts and attitudes.

And this question guides every decision and action toward a unified endpoint.

It also prevents people from pursuing individual agendas at the expense of team objectives.
____

Lastly, ...

It unites personal motivation and collective importance.

It's a reminder that successful outcomes depend on what we're doing together.

In essence, this question isn't just about finding answers.

It's about building a foundation of...

- Commitment.
- Understanding, and 
- Mutual respect.

It turns a group of individuals into a cohesive unit, driven not just by goals, but by shared significance and purpose.

PS: I post leadership guides like this one Monday through Friday at 7:00 AM EST. 

Please consider sharing them with your friends here on LinkedIn by reposting and joining the discussion.

Peace At Your Workplace Matters. 


Peace is not the absence of chaos.

It’s tranquility and composure despite the chaos.

It’s the ability to stay centered.

It means not letting external pressures dictate your internal state.

Leaders who cultivate peace know that it unlocks a wellspring of clarity, strength, and influence.

Here’s why peace matters in leadership:
_____

First, ...

Embodying peace makes your team feel safe.

Why?

Because emotional states are contagious.

So, when the leader embodies peace, their team feels it too.

This creates an environment where people feel they can thrive, even under pressure.

Second, ...

Leaders who operate from a place of peace foster trust.

Their team knows that in the face of challenges, ...

Their leader will not panic or overreact.

And this trust builds stronger, more resilient teams.

So, how do you cultivate this virtue?
____

#1. Start by practicing mindfulness.

Take a moment each day to breathe and center yourself.

When faced with a problem, pause before reacting.

Ask yourself, ...

"What’s the best way to approach this with a calm mind?"
____

#2. Embrace a mindset shift.

See challenges as opportunities.

The next time an obstacle arises, remind yourself that within every difficulty lies a chance to grow.

This shift in perception is powerful.

So, ...

Embrace peace, and watch how it changes not just your leadership, but the entire dynamic of your team.


PS: I post leadership guides like this Monday through Friday at 7:00 AM EST. Please consider sharing with your friends here on LinkedIn by reposting and joining the discussion.

Leading by example is exhausting, and here’s why:


You’re always being watched and judged by those you lead.

- Your words.
- Your actions.
- Your demeanor.
- Your body language.

Everything is under a microscope.

You're pressured to consistently display the qualities you're asking of your team.

One slip-up— one moment of misaligned behavior can undermine your credibility.
_____

Second, positive leadership behaviors like...

- Projecting confidence.
- Staying energized and positive.
- Keeping your cool during crises.

These all require constant emotional labor and regulation.

And having to be "in character" and consciously monitoring your emotional displays for extended periods leads to emotional fatigue.
_____

Third, your smallest actions can be amplified.

You're the pacesetter, so...

- An instance of hypocrisy.
- A momentary lapse in composure.
- A moment of misaligned behavior.

And your team could perceive these as acceptable.

This weight of total accountability is mentally taxing.
_____

So, here are 3 things you can do:

Number 1:

Talk openly with your team about perfectionism.

Explain that you're human. You will make mistakes.


Number 2:

Practice emotional regulation techniques like...

- Meditation.
- Box breathing.
- Mental scripting.

Number 3:

Hold retrospectives with your team.

And publicly admit mistakes so people understand that perfection isn't expected.
_____

Remember, ...

You’re human. 

Lead like one!

PS: If you found this helpful, share it with your friends here on LinkedIn by reposting it. They will thank you, and so will I.

Layoffs are emotional for leaders, too. Hear me out...

I know most of us think they are:

- Callous.
- Uncaring.
- Money-driven individuals.

People whose sole allegiance is to the corporate bottom line.

But the truly great leaders are humans first and foremost.

And they lead lie they are. 

They understand that layoffs:
______

Are life-altering events for employees.

People may have to...

- Lose their homes.
- Uproot their families.
- Pull kids out of schools.
- Leave behind support systems.

All because of a leader's decision.

The impact isn't just professional, it's deeply personal.

And great leaders feel it because they lead with empathy.
______

Great leaders also understand that layoffs...

Shatter people’s dreams and expectations.

Because for many, their job or career isn't just a paycheck.

It's tied to their identity and their sense of purpose.

And a leader's decision can...

- Shatter their hopes.
- Leave them feeling adrift.
- Derail their desired career path.

And the emotional weight of this decision can be overwhelming for leaders.
______

And then there’s the aftermath.

Workforce decisions have a very visible human side.

Leaders have to witness and absorb all the raw emotion caused:

- The tears.
- The anger.
- The despair.

You can't just sign off and be detached from it. 

You’re human. You feel it. You abhor it.
______

Even if the decision is undeniably necessary, it's human nature...

- To grapple with guilt.
- To grapple with remorse.
- To second guess yourself.

And just because it was the right business decision...

It doesn't neutralize your feelings entirely.
______

Tomorrow I’ll share 3 ways leaders can cope with the emotional toll of laying people off.

But here’s the bottom line:

Leaders hold immense power over people's lives and futures.

When exercised, that level of control and potential for mass disruption is a crushing weight to bear.


PS: If you’ve laid people off, how did you feel? What was going on in your mind? Does any of what I’ve said resonate with you?

Please share in the comments. I would love to hear your thoughts.

When to help underperforming employees (and when to let them go).


This is part of our series, Leading Unmotivated Employees.

Let’s recap:

We've talked about 3 things to help you lead them:

1. Identify the root cause.
2. Set clear expectations.
3. Provide training and development.

So, how else can we help underperforming employees?

Let’s dive in:
____

Fourth, coach and support.

Help them identify solutions for themselves.

That’s what coaching is all about.

Instead of giving directives, ask open-ended questions.

Force them to think and tap into their hidden wisdom.

Because you want critical thinkers, not robots.

In addition, ...

Collaboratively develop an action plan with specific goals.

This plan is their roadmap to improvement and redemption.
____

Fifth, consider role reassignment.

The problem may be job-fit and not lack of motivation.

So, be open-minded.

Explore lateral move opportunities that may better fit their capabilities and aspirations.

To make this happen, objectively assess their ...

- Skills.
- Strengths.
- Work preferences.

Weigh them against different roles within the team or organization.

If you decide to reassign them, ...

Clearly explain the rationale and gather their input.

And then, mind the transition.

By this, I mean provide...

Adequate training, resources, and support to help them succeed in their new role.
____

Sixth, implement consequences.

Here’s the truth...

Despite interventions, some people won’t rise to the occasion.

And you may need to manage them out of your team—to let them go.

But before you do, ...

Make sure that you’ve communicated the ...

- Expectations.
- Performance standards.
- Disciplinary policies and procedures.

And make sure you’ve addressed the potential consequences of continued underperformance.

You must be crystal clear about this.

Remember to follow the process and document everything.

Clarity and documentation throughout this process are your friends.

If performance doesn’t improve despite interventions, ...

Consider termination as a last resort, following proper protocols.
___

But before you do, ...

I’ve got two more things you could try.

The good news?

They’re things you alone can control.

I’ll share those tomorrow.


PS: If this series is helpful, could you share it with your friends here on LinkedIn by reposting it? They will thank you, and so will I.

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