The signal
A decision has been made above you. You don't fully agree with all of it. You still have to deliver it with clarity.
What it really means
Your team will read your body language, your hedges, and your silences more than your words. They will decide whether to trust the company through you.
Your first response
Tell affected individuals first, privately, before any group communication. Never let someone hear about their own situation in a town hall.
The Playbook
1. Prepare for the individual conversations
- Write down what you'll say in the first 60 seconds. Get to the point fast.
- Have the practical details ready: dates, severance, benefits, references.
- Plan who they talk to next — HR, recruiter, peers.
2. Deliver with clarity, not soft-pedaling
- Lead with the decision, not the context.
- Be honest that it's not their fault when it isn't.
- Let silence happen. Don't fill it with rationalizations.
3. Address the team that remains
- Acknowledge the loss publicly without making it about your feelings.
- Be honest about what's known, what isn't, and what comes next.
- Don't oversell stability you can't guarantee.
Things you can actually say
“I have hard news. Your role has been eliminated as part of a company-wide reduction. This is not a reflection of your work or your impact. I want to walk you through the details and then make space for whatever you need to ask.”
“Today we said goodbye to people we cared about and worked alongside. I won't pretend that's normal or easy. Here's what I can tell you about why, what comes next, and what I don't yet know.”
What to avoid
- — Corporate euphemisms ("rightsizing," "workforce optimization").
- — Pretending you agree with every aspect of the decision when you don't.
- — Promising no further changes when you can't actually promise that.
The follow-through
- 1:1 with every remaining team member within the week.
- Be visible. Don't hide in your calendar.
- Help the departing people land — references, intros, recommendations.