Be transparent after layoffs to shift negative mindsets

Be transparent after layoffs to shift negative mindsets | How understanding your XQ can make you a better leader | 3 building blocks of a company culture of well-being Created for {EMAIL} | [{NAME}]( at [{NAME}]( [For more relevant content - Update Your Profile]( | [Web Version]( January 23, 2023 CONNECT WITH SMARTBRIEF  [LinkedIn]( [Facebook]( [Twitter]( [SmartBrief on Leadership]( Innovative Ideas. Ahead of the Curve. [SIGN UP]( ⋅ [SHARE](  [] Leading the Way [] [Be transparent after layoffs to shift negative mindsets]( [Be transparent after layoffs to shift negative mindsets]( (Compassionate Eye Foundation/Martin Barraud/OJO Images Ltd/Getty Images) After a layoff, leaders need the freedom and information to have honest and open conversations with those who remain about why the move was made, what's the strategy to move forward and allow employees the space to air their concerns, writes Michael Felden. "When done correctly, the output will help your people connect the dots for themselves, and you'll see a significant mindset shift," Felden writes. Put it into practice: In the wake of a layoff, Felden recommends reviewing your company's values, mission and vision with leaders to reground them in their "guiding purpose" so they can convey that confidence to their teams. Full Story: [Root Inc.]( (1/20) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] [How understanding your XQ can make you a better leader]( Understanding, and relying on your XQ, or "experiential intelligence," can help you increase your influence as a leader by building the know-how, abilities and mindsets needed to solve problems and move themselves and their teams forward, writes Michael McKinney, drawing on material from Soren Kaplan's book "Experiential Intelligence." "Going deeper into your mindsets is the powerful thing you can do to drive significant change and breakthroughs," McKinney writes. Put it into practice: Mindsets, abilities and know-how are the basic building blocks of "experiential intelligence." Starting with what we know and enhancing our ability can lead to new mindsets that can expand our idea of leadership and lead to greater success. Full Story: [Leadership Now]( (1/20) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] SmartBrief on Leadership [] [3 building blocks of a company culture of well-being]( Leaders can build a culture of well-being by setting the example, rewarding those who support the well-being of others and making the honoring of employee health goals a standard part of company policy, writes Richard Safeer, the chief medical director of employee health and well-being at Johns Hopkins Medicine. "When the team works together to create a healthy norm, it's more likely to come to fruition, and everyone benefits," Safeer writes. Put it into practice: Get entire teams involved in well-being programs and leaders should set the example by sharing what they do to stay healthy, Safeer recommends. Full Story: [SmartBrief/Leadership]( (1/20) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Smarter Communication [] [About to send that terse email? Pick up the phone instead]( [About to send that terse email? Pick up the phone instead]( (Pixabay) Email is useful to summarize a meeting or communicate easy to understand information to the whole company, but if you want to build relationships, Adam Bryant recommends you pick up the phone to avoid misunderstandings and potentially hurt feelings. "[W]hen relationship building is key, don't always assume that what you write in an email lands exactly where you expect it to," Bryant writes. Put it into practice: It may feel good to hit "send" in an email exchange, but before you do, make sure you've clearly understood the situation. If anything is unclear, get on the phone and talk it out. It could save you a headache down the road. 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[LinkedIn]( [Twitter]( [Facebook]( [Email]( [] About The Editor [] Candace Chellew Candace Chellew Candace Chellew Employee mental health and well-being has taken center stage since the pandemic, and is again front and center as many companies -- especially in the tech sector -- begin layoffs. Good leaders understand that even if layoffs are necessary, they still have to take care of those who remain and, as [Michael Felden writes](, being honest and allowing those left behind to air their concerns, can go a long way to rebuilding trust. Has your company experienced layoffs in the past? How have they been handled? What was good -- and bad -- about those strategies? [Let me know](mailto:candace.chellew@futurenet.com)! If this newsletter helps you, please tell your colleagues, friends or anyone who can benefit. Forward them this email, or [send this link](. What topics do you see in your daily work that I should know about? Do you have praise? Criticism? 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