What do you do if you need to lead a project after a layoff?

"If I need to lead a project after a layoff, I prioritize clear communication, empathy, and resilience. Firstly, I acknowledge the impact of the layoffs on the team and address any concerns or uncertainties they may have. Next, I reassess project goals, resources, and timelines to ensure alignment with the current team's capabilities and capacity. By fostering a supportive and collaborative environment, I empower team members to voice their ideas and concerns while providing guidance and direction to keep the project on track. Additionally, I remain adaptable and resourceful, leveraging the strengths of the remaining team members to navigate challenges and drive the project towards success despite the changes."

If the right people are involved the impact assessment should be known prior to the layoff and mitigation plans should be formed in parallel.

Layoffs are generally numbers driven so it’s quite possible key assets may be gone. With that being said assessing the individuals left and identifying possible gaps in coverage becomes extremely important. If gaps occur then try to quickly identify alternate employees to fill any key positions.

Layoffs are seldom random or abrupt. At management level there is some visibility on what’s coming, which can help in planning mitigation. In case such a visibility is not accorded in advance, the project owner has limited options available- First and foremost reassure the team, reassess project milestones, dependencies and priorities, redistribute the work in line with the team’s capacity and expertise, find internal resources from other teams if possible and importantly - communicate the impact and revisions to the project plan to all stakeholders.

In my experience the realignment of goals should be prepped prior to the layoff and be included in part of the communication post layoff. Stress is high but letting your team know that you understand their are impacts is important.

Absolutely agree! Empowering team members to innovate and leverage their unique skills not only enhances project outcomes but also boosts morale and engagement. Promoting a culture of ownership and creativity can truly transform challenges into opportunities.

I agree but boosting morale for the sake of boosting morale will be flimsy and carry the potential of feeling forced. Steadying the ship and opening communication will boost morale more than anything else you can do.

Acting as a bridge between sr management and project teams is a balancing act in normal times, it becomes tougher when there are layoffs. In my experience it helps to explain to the team the rationale behind such actions with transparency, discussing the immediate and long term impact on the team / project, and assure the team by outlining your strategy to deal with the situation. Encourage open discussion within the room, acknowledge valid concerns and try to provide as much clarity as possible. For an ongoing project, it always helps to highlight achievements till date and recognize high performing people.

Recognition of difficult times and acknowledging that people are upset or disturbed by layoffs is critical. Validation of negative feelings is a really important part of the process of making people feel heard. Trying to 'boost morale' when people are upset can't be done unless they're allowed the space to process. This can only happen if you've validated their feelings as then they can open up and feel comfortable talking about it.

Resource optimization should be planned out prior to the layoff and done in conjunction with the layoff, not as a reaction to the layoff.

Resource optimization should be planned out prior to the layoff and done in conjunction with the layoff, not as a reaction to the layoff.

In my opinion it is the project leader’s responsibility to always assess the capacity / utilization of the team in order to derive maximum productivity without compromising the team’s work-life balance. If you are always current with this metric, it will also help you during situations like layoffs. It is equally important to clearly communicate and set expectations of the stakeholders about the revised timelines /deliverables of the project.

Continuous measuring the performance and projects must be measured by the benefits intended not by the sign off, for example, ERP, will be a success not by launching on it on time but by the benefits it brings to the enterprise Third, always look for consultation from out of the enterprise, they see things you don't!. For government entities, the well structured collaboration cross other government and private entities is a must, you can't do a thing without them.