Weaponized Layoffs: A Call to Action

I'm Alisha (Ali) Joseph & I've created this newsletter as a "safe space" for contact center customer service professionals. I write about all the nuances & day-to-day chaos, challenges, wins, trends & needed changes with customer-facing teams (customer experience, support & success), specifically in startups. I "grew up" in startup contact center customer service from frontline to leadership, working with different BPOs, tech tiered teams, senior leadership etc. I share my unique experience with the hope that it impacts people in a positive way & continue to strive for excellence in the ever-changing world of customer service!

Disclosure(s): This is a touchy topic to discuss as there are many factors that play into this, conversations that will never go public & leaders that will remain silent about this. My goal is to bring awareness (if not aware) to this & have startup CEOs, executive leaders & leaders in call centers customer service teams in general understand how this impacts companies long-term & keeps the same "kind" of leadership intact that doesn't bring about real change or improved customer experiences. Feel free to share your feedback but as always, keep it respectful.

As leaders in the world of startups, you face the unique challenge of building a robust, innovative culture while ensuring your team(s) stays aligned with the company vision. However, a long-standing trend is showing itself more in these times: weaponized layoffs. I know NUMEROUS people in independent contributor positions, leadership positions similar as mine & even higher who have witnessed this firsthand.

Most companies communicate publicly that their massive layoffs are due to cost, and for most of those they are & having to make those decisions are difficult. In the startup world with rapid growth, you learn that you may not need as many of the positions or have more effective ways to seek the performance results you're looking for. What ISN'T brought up are layoffs that happen that aren't related to cost. Weaponized layoff tactics often involves using layoffs to silence employees who challenge management decisions or the status quo. With the way certain laws are setup as well, it's typically harder to prove that your layoff was a personal decision unless you have significant documentation, or even witness proof. Some layoff trends you typically see in the contact center world:

• Laid off for not being a good fit: Being in a leadership role, it's more difficult to "terminate" & the higher you go in leadership, the harder unless there are direct, concrete HR type things happening (i.e. using a slur towards an employee). KPIs & performance expectations vary at these roles so "managing out" is not a black & white process.
• Laid off for speaking against the culture/status quo: People speaking up against the status quo are typically seen as "trouble starters", especially challenging executive leaders. Laying off this way is easier, utilizing cost as the excuse if there's multiple people being laid off. Most times, they all aren't low performers either, but the paperwork is different being terminated vs being laid off.

Challenges in Proving Personal Motivations

Proving that layoffs are personally motivated rather than business-driven is notoriously difficult. Here’s why:

• Lack of Transparency: Companies often cite confidential business reasons for layoffs, making it challenging to determine the true motives.
• Insufficient Documentation: Without clear documentation or a pattern of behavior, it’s tough to prove that layoffs were used to silence dissent.
• Weak Legal Protections: Laws like the Whistleblower Protection Act offer SOME safeguards, but they are often insufficient to fully protect employees from retaliatory layoffs.

Ethical Implications

Using layoffs to silence dissent has severe ethical ramifications:

• Erosion of Trust: Employees lose trust in management when layoffs are perceived as retaliatory, leading to a toxic work environment.
• Decreased Morale: Fear of job loss can significantly lower morale and productivity.
• Stifled Innovation: A culture that punishes dissent discourages employees from proposing new ideas, hindering growth and adaptability.

Long-Term Impacts on Company Culture

Retaliatory layoffs can cause lasting damage to company culture:

• High Turnover: Talented employees are likely to leave, increasing recruitment costs and disrupting team cohesion.
• Reputation Damage: Companies known for punitive layoffs struggle to attract top talent and maintain customer trust. Let's face it in customer service, people talk!
• Low Employee Engagement: Employees are less likely to be engaged and committed in an environment where they feel unsafe expressing their ideas.

Suggestions for Hiring Executives (FROM AN OPERATIONS VIEWPOINT)

All boxes cannot be checked as many factors have to be weighed, however when hiring executives, consider the following strategies to build a transparent and supportive culture:

1. Prioritize Cultural Fit: Ensure that new executives align with your company’s values and commitment to transparency.
2. Encourage Open Communication: Foster a culture where feedback is welcomed and valued. Regularly solicit input from all levels of the organization.
3. Implement Transparent Processes: Make the criteria for layoffs clear and documented. Ensure that all employees understand the decision-making process.
4. Strengthen Legal Protections: Advocate for stronger protections for whistleblowers and ensure employees are aware of their rights.
5. Conduct Regular Audits: Implement regular reviews of layoff decisions to ensure they are based on business needs and not personal vendettas.

Board Members: Choose Wisely for Your Vision CEOs

Board members play a crucial role in influencing company decisions. They must ensure that layoffs are not used as a tool for silencing dissent:

• Oversight and Accountability: Board members should regularly review layoff decisions to ensure they are justified and transparent.
• Promote Ethical Practices: Encourage a culture of integrity and openness at all levels of the organization.
• Support Executive Development: Provide guidance and training to executives on ethical leadership and effective management practices.

I don't have all the answers & I am not going to pretend I do, but being silent about the matter is not going to bring attention for action unless it's brought to the public. There's a lot of "underhanded" decisions that won't stop unless we continue to challenge them & ask the "why". Going into constant, unnecessary meetings having the same conversations over & over again is only wasting time. Some leaders will look at this article as a grain of salt, laugh & go on about their day, painting the picture of the author (me) being "delusional". The smart ones seriously looking to make impact will ponder this. I hope you reading this are one of the smart ones.

For further reading on the impacts and ethical implications of layoffs, refer to sources like the Communications Workers of America and Site Selection Group.

I hope you found this read to be informative & rethinking how we can collaboratively reduce layoffs in general while addressing the "elephant" in the room. Feel free to leave your thoughts. Enjoy the rest of the week!