What’s the right way to handle a layoff when every option feels wrong?

A few years back, a CEO named Braden Wallake posted a tearful selfie after laying off three team members. The internet lit up. Some people felt for him. Most didn’t.

The reason? He made the layoffs about himself. That’s the problem.
Layoffs are not about the leader. They never are.

Is it hard to lay someone off? Yes. (At least it should be.)

But nobody cares how hard it is on the person delivering the news. And they shouldn’t.

We’re seeing layoffs across corporate America right now. I’ve been through my share over the years. Sometimes I made the call. Other times, I was part of the conversation. And a couple of times, I was the one impacted. Either way, I learned a few things that matter.

What I’ve Learned from Leading Layoffs

• You won’t get credit for how you do it.
• It’s not about your feelings.
• If you made the call, you need to say the words. Don’t send someone else to do your job.

Act Quickly

You may want to take your time. That’s a mistake.

Layoffs are heavy. However, once the decision is made, it’s time to take action. Delays create confusion, and the longer you wait, the more likely it is that people hear rumors before they hear from you.

Some leaders try to be careful by dragging out the process. But it doesn’t help. It makes it worse for everyone.

Move with purpose. Be clear. Then follow through.

Get to the Point

This is the part that’s hardest for most leaders. I’ve seen people gather their teams and deliver lengthy speeches about how the business got to where it is today. But when a meeting shows up out of nowhere, people already know what’s coming. And all they want to know is what happens next.

Years ago, I wrote a long script to explain the reasoning behind a layoff I was leading. I wanted to show people how hard it was on me. Before I could open my mouth, someone walked up to me crying and asked if she was losing her job.

She was. And in that moment, I realized the only thing that mattered was clarity. She didn’t want a speech. She wanted answers.

Say what’s happening. Let HR walk through the details. Then sit quietly and be present. Don’t walk out. Don’t leave them hanging.

When the meeting is over, send people home. Give them the space to process. You can review the business details with the rest of the team later.

Being direct is not cold. It’s respectful.

Don’t Drag It Out

One of the biggest mistakes I see is leaders asking laid-off employees to stay through the end of a project. They say it’s to give people more time and more pay. But it’s really about making the leader’s life easier.

If that work is mission-critical, maybe the team shouldn’t be laid off in the first place.

Dragging it out sends the message that you see people as tools, not team members. And it’s awful for culture. Everyone left behind is watching. The ones leaving feel stuck. And the ones staying feel guilty.

When the decision is made, act on it. Give a week, maybe two at most, to wrap things up. Then let people start the next chapter.

That’s empathy in action.

Leadership in Hard Moments

No one will pat you on the back for how you handle a layoff. That’s not the point.

The point is to act with clarity. Be fair. Be human. And remember that the way you handle this moment is how people will remember you as a leader.

Have you ever had to lead a layoff? Or been on the receiving end of one?

What did the leader get right? What did they get wrong?

Let’s talk about it.

If you’re trying to build clarity and confidence in your leadership, download my free guide, "Ten Tips to Level Up Your Leadership" It’s a collection of the best advice from experienced leaders on the Executive Evolution podcast.