1.  Layoffs aren’t the only disruption — it’s the whiplash

Shelby Garrison called out the “dissonance” leaders and employees have been living in for the past two years.

On paper, the economy looks strong. In reality, people are getting promoted one week and let go the next. Companies are hiring, cutting, and re-hiring — often without clear explanations.

What’s really going on? Businesses are redefining what they want from their workforce in real time. Employees are adapting while leadership is still figuring it out.

“The change is bigger than any of us can wrap our heads around right now… Businesses want more flexibility and faster pivots — and employees need to build the skill of navigating that change if they want to thrive.” – Shelby Garrison

2. Normalize change — before it normalizes you

Kelly Lohr has been through enough cycles to know: change is no longer occasional, it’s constant.

Leaders can’t just announce change — they have to help their teams build the muscle to adapt to it. At Intellistack, one of their core values is literally “Thrive on the Edge,” designed to get people excited about disruption instead of fearing it.

“When it’s expected, people stop bracing for disruption and start looking for opportunities inside the mess. Your steadiness becomes the signal that others follow.” – Kelly Keegan Lohr

3. Transparency isn’t optional — it’s the groundwork for trust

Mita Mallick says the most humane layoffs start months before any role is eliminated.

Her advice: stop hiding business challenges. Whether it’s a failed M&A, a lost customer, or a discontinued product line — talk about it openly.

“Layoffs should never be a surprise… The kindest thing a business can do is keep employees updated on the state of the business so they can see the storm coming.” – Mita Mallick

When leaders communicate early and often, people can connect the dots — and even if the news is hard, it won’t blindside them.

4. Don’t go quiet on your employer brand during change

When things get messy, many companies stop talking about their culture. Kelly says that’s a mistake.

Instead, show how you’re handling change — it’s a chance to reinforce your values.

And remember, the moments between the big announcements matter most: hallway chats, 1:1 follow-ups, and the first manager conversation after an all-hands.

“If your average employee can’t answer: ‘Why is this happening now?’ and ‘What does it mean for me?’ — you’ve missed the mark.” – Kelly Keegan Lohr

5. Support both audiences — those who leave and those who stay

Shelby’s first advice to leaders facing layoffs: split your attention.

You have two equally important groups — the impacted employees and the survivors — and both shape your reputation. External help can make the exit more humane, while freeing leadership to stabilize the team that remains.

“Don’t leave the other group hanging. Both deserve respect and care — and both affect your employer brand.” – Shelby Garrison

6. Regrouping survivors takes more than “business as usual”

After layoffs, Kelly warns against rushing teams back to work or wallowing indefinitely. Her approach: give space to process and a clear path forward. Use check-ins that go beyond “How are you feeling?”

Ask: “On a scale of 1-5, how are you feeling about working here right now?” Then, “What would move that up by one point?”

Mita adds: don’t pretend the people who left never existed.

“It’s okay to talk about them. Let people grieve. Cutting off those connections doesn’t help anyone — and you might want to rehire them someday.” – Mita Mallick

Thanks for reading. See you next time!

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