It’s lazy.

I discussed with another coach an approach to making redundancy conversations less bad or awkward. We exchanged over LinkedIn on this topic.

There are so many bad examples of redundancy conversations gone wrong. When there should or can only be one way to make it right.

And it shouldn’t be difficult.

It should be respectful and humane.

And it brought me to a fundamental question of leadership once more. Because too often you get promoted into this role not only thanks to your hard work – but because you want status, you want more money, you want more responsibility.

It’s often around what you want. And I completely get that.

But that’s where discussions, such as those around redundancy go wrong.

Because it’s about the other person. It’s about the person on the receiving side.

And that’s what you should focus on as well.

Yes, telling someone they are no longer needed is painful and it is awkward and nobody wants to do it.

Someon has got to do the job

And if you’re the person in charge, it’s your job. It’s not your job to make excuses, it’s not your job to hide from this.

It’s your job to communicate what someone else decided on. And you need to be decent human.

Are you up for this?

What comes up when you think of this situation?

Cause it offers so many insight on why you chose to be in a leadership position in first place.

And how do we solve this? Does everyone go through a training again? Do we have someone come in and give communication training?

What if it’s bigger than this? What if in essence it is about the role of leadership. And the question of who do we promote into this. And the question around who wants to be a leader.

Do we lead for more money and power or do we lead putting others first.

I really want to hear your opinion on this.

Some questions and answers on this

Q: How can redundancy conversations be effectively approached to ensure they are respectful and humane, considering the difficult nature of delivering such news?

A: Redundancy conversations require careful handling to maintain respect and humanity. Leaders should prioritise clear communication, empathy, and offering support to the affected individuals. Training in effective communication and empathy-building techniques can be valuable in preparing leaders for these challenging conversations.

Q: What strategies or training can leaders implement to improve their communication skills when delivering difficult messages such as redundancy notices?

A: Leaders can benefit from training programmes focused on enhancing communication skills, especially in delivering difficult messages. These programmes may include role-playing scenarios, feedback sessions, and guidance on active listening and empathy. Additionally, ongoing mentorship and coaching can provide leaders with the support they need to navigate challenging conversations effectively.

Q: How can organisations redefine their approach to leadership roles to prioritise empathy, compassion, and putting others’ needs first rather than focusing solely on status, money, and power?

A: Organisations can foster a culture of empathy and compassion by redefining their criteria for leadership roles. Instead of solely valuing traits like ambition and assertiveness, organisations can emphasise qualities such as emotional intelligence, empathy, and the ability to prioritise others’ well-being. Leadership development programmes should incorporate training on interpersonal skills and ethical decision-making to cultivate leaders who prioritise empathy and compassion in their roles.