Category: Uncategorized (Page 2 of 50)

Even if the more overwhelming effects of layoffs are for those who get laid off, it also has a huge impact on individuals who keep their jobs. Layoff survivor guilt, also known as workplace survivor syndrome, refers to the remorse or complex feelings employees who remain at a company experience after a round of layoffs.

Although surviving a layoff gives you relief about keeping a steady income and your current career path, you may also experience guilt for preserving your job, grief over those close coworkers who got laid off, fear for what is to come, and anger towards your employer. When these negative feelings are not addressed and treated, they could lead to further problems like imposter syndrome, burnout, or poor employee wellness. In extreme cases, these effects can lead to survivor anger, where you express frustration and resentment openly, both online and in person.

Facing your emotions and taking action as quickly as possible is essential to inhibit the adverse effects of workplace survivor syndrome. Otherwise, it would not only interfere with your career goals but also affect your physical and mental health.

If you’re one of those employees left behind to pick up the pieces after a layoff, here are a few ways to deal with layoff guilt.

Embrace your feelings. It is essential that you take the time to process your emotions. Surviving a layoff affects you both physically and mentally; therefore, you must take time to identify your state of mind and what you need to get back on track and get over the layoff survivor guilt.

Nurture your relationships with current and former colleagues. Although you and your laid-off coworkers won’t spend more time together at work, you can still nurture your relationship with them outside the workplace. After a layoff, it’s also an ideal time to start networking with colleagues from other areas within your organization, as it will allow you to forge new friendships to keep your support system strong in the workplace.

Set clear boundaries on your role’s responsibilities. As there are fewer people on the team but the same number of tasks, employees usually find themselves doing the work of two or more roles. The problem is when there is not a clear agreement between workers and managers. Sit down with your managers to set your new job expectations, current responsibilities, and the projects you can absorb to keep your workload reasonable without affecting your performance.

Evaluate your profile. The new responsibilities you may get after surviving a layoff can mean a chance to advance in your career. Use the opportunity to reflect and get insight for upskilling or reskilling. Take the time to plan and be intentional about your career as you also weigh in if these new tasks can be the forecast of a career change.

Set goals and move forward. Even if the right time for making career moves or having a chat with your manager to discuss future plans will be when things are more stable and not immediately after the layoff, make sure to set a time span —from three to six months after— to move forward your goals. Whether you lean toward a lateral move, a new opportunity at another company, or a career change, remember to take care of yourself.

By taking a comprehensive approach that addresses both your emotional and practical needs, you can effectively mitigate survivor guilt and become more resilient.

References:
HRD Connect (2024, June 18): The Other Side of Layoffs – Survivor Guilt
GPAC (2024, May 16): Layoff Survivor Guilt: What is It and How to Cope with It?

Team dynamics are rarely stable. A new hire, a departure, a strategy shift—each change reshapes how your team functions. Yet most leaders push forward without resetting, which can lead to misalignment and burnout. If your team’s energy is off, it may be time for a full relaunch. Here’s how.

Start with diagnosis. Don’t leap into action before understanding the root causes. Assess alignment on goals, trust levels, engagement, and external pressures. Use one-on-ones, anonymous surveys, or facilitated discussions to surface what’s unspoken.

Rebuild psychological safety. After disruption, trust suffers. Create space for vulnerability with team check-ins and retrospectives. Model openness and invite feedback through structured, inclusive conversations.

Reestablish direction. Reground the team in its core purpose. Clarify goals, reaffirm your value to the organization, and set a forward-looking tone that motivates and aligns.

Reset ways of working. Define roles, decision rights, and team norms. Be explicit about expectations—especially when working across time zones or functions. Streamline meetings to ensure time is well spent.

Build momentum with quick wins. Reinforce positive behavior by making successes visible. Celebrate progress, reflect on lessons, and renew team rituals to keep energy high.

Stay flexible. Relaunches aren’t one-time events. Reassess the state of your team regularly and course-correct as needed to maintain momentum.

Like any living systems, teams need regular care, attention, and intentional renewal to thrive. Relaunching a team isn’t a sign of failure—it’s a sign of leadership. By pausing to reassess, reset, and realign, leaders can reenergize their teams, strengthen trust, and build the clarity and momentum needed for sustained performance in an ever-changing environment.

References:
Harvard Business Review (2025, July 8) Ina Toegel and Alyson Meister: 6 Steps to Reset a Demotivated Team

Leadership is emotionally taxing. Whether you’re delivering tough news, navigating team changes, or absorbing others’ stress, the emotional labor quietly adds up. Over time, ignoring your own emotions can erode your health, performance, and relationships. Recovery is no longer a luxury. Instead, it’s a leadership imperative, critical for protecting your well-being and sustaining your capacity to lead over the long haul.

To stay resilient, adopt these three recovery practices to process your emotions and replenish your energy after a challenging stretch. These steps don’t just help you reset in the short term; they also help you build the emotional muscle to handle future challenges with more steadiness and strength. 

Reflect to build emotional awareness. After a hard moment, pause and ask yourself: What am I feeling? Where do I feel it in my body? What are my emotions telling me? Write down your answers or record a voice memo. Processing your feelings—not suppressing them—helps you move forward without carrying invisible weight. If journaling isn’t for you, talk to a trusted peer. Reflection doesn’t need to take long, but it must be intentional.

Reframe to change your perspective. Emotionally tough experiences can distort how you see yourself or your situation. Ask: What’s the silver lining? How might this help me grow? Reframing isn’t denial—it’s choosing a more empowering narrative. Practice self-compassion by offering yourself the kindness you’d extend to a colleague in the same situation.

Restore to rebuild your energy. You can’t lead well on an empty tank. Protect your emotional reserves by detaching from work, relaxing intentionally, learning something new, and reclaiming control over small parts of your day. These are leadership necessities, not indulgences.

Intentionally investing in recovering after an emotionally demanding stretch isn’t just helpful; it’s essential. Reflecting, reframing, and restoring don’t just help you reset in the short term; they also help you build the emotional muscle to handle future challenges with more steadiness and strength. Because your team doesn’t just need you today—they need you to last.

References:
Harvard Business Review (2025, July 11) Dina Denham Smith: Leading is Emotionally Draining. Here’s How to Recover.

Creating a culture of helping isn’t just about encouraging support—it’s about making sure the help given is actually, well, helpful. As a leader, your role is to shape how help is asked for, delivered, and appreciated. Here’s how.

Push for clarity first. Guide your team to clearly define the problem before they ask for support. Encourage them to explain what success looks like and what kind of help they need. Use questions like “What’s blocking your progress?” or “What outcome are you aiming for?” to steer them toward precision.

Normalize direct, specific requests. Vague requests waste time. Model clear communication by being direct when you need support—and encourage your team to do the same. Create psychological safety by praising clear asks, being transparent about your own needs, and framing collaboration as part of the job, not a favor.

Institutionalize follow-through. Helping doesn’t end when support is offered. Make it standard practice to close the loop. Encourage team members to show teammates how their help made a difference and acknowledge their contributions. This not only builds trust but gives you insight into your employees’ strengths for future collaborations.

Helping is a core part of work. But like all forms of collaboration, it’s a skill—one that requires practice, feedback, and support. When it comes to help, it’s actually not just the thought that counts.

References:
Harvard Business Review (2025, June 10) Colin M. Fisher, Julianna Pillemer, and Teresa M. Amabile: Research: When Help Isn’t Helpful