Dear Yogesh,

What guidance can you provide for a group facing dissent and frustration after a well-liked colleague has been let go? am unable to disclose the reasons behind this decision, nor was it mine to make. How can I support my team in coping with this and returning to work?

Raghav,

Dear Raghav,

When someone we value suddenly leaves the workplace, we typically experience two responses. The first is the grief of their absence, and the second is a concern about whether we could face a similar fate. To assist your team, it’s essential to address both feelings appropriately.

The primary tool at your disposal is open dialogue. This can be challenging since you want to encourage honest conversation while adhering to certain restrictions. Luckily, you’re speaking with adults who can understand these boundaries.

Here’s a process you might follow in a team meeting. Let's call your colleague Pat.

Establish the agenda and boundaries. “I recognize that many of you have questions and emotions regarding Pat’s exit. I want to create space for everyone to voice their thoughts about this matter. I truly care about your concerns and have my own feelings too. However, I hope you understand that it's not appropriate for me to discuss specifics regarding Pat. I’m more than willing to talk about HR policies, though.”

Share your honest feelings and invite others to express theirs. If you genuinely appreciated Pat, this is the moment to express that. Be sincere—if your feelings are conflicted, simply encourage others to articulate how they feel. You don’t need to agree or disagree; just acknowledge their feelings to show empathy and reaffirm your boundaries without hinting at specifics about Pat. For instance, if someone says, “The company was wrong to treat Pat this way!” you might respond, “I can see you feel strongly about this situation. As I mentioned, it’s inappropriate for me to discuss Pat. However, I'm sorry to hear that this has upset you.” While this might not fully satisfy your colleague, your aim is not to prove a point about right or wrong but rather to show that you’re willing to listen to their concerns.

Provide general reassurance regarding due process. Once everyone has had the opportunity to share, offer some general reassurances about HR policy: “I’d like to clarify some aspects of our HR policy to reassure you that there’s no reason to fear sudden termination. I’m stating this not in reference to Pat’s departure, but because I sense some of you might be feeling anxious about job security.” Explain your HR policies in a way that inspires confidence in fair treatment.

Conclude with compassion. “I understand that this conversation may not have addressed all your concerns. My hope is that it reassures you of my care for your thoughts and feelings.”

One of the most significant challenges in leadership is accepting that not everyone will be pleased with you. Achieving this requires a degree of emotional maturity and independence that isn’t always easy. These qualities are cultivated through navigating these very challenges, rather than being instinctively available.

Yogesh Sood

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