A Soft Landing
The past couple of years at my current company have stretched me in ways I could never have imagined. One of the hardest responsibilities I’ve faced was laying off talented people I’d worked alongside for years — brilliant technologists, analysts, and true masters of their craft. Years ago, I went through a layoff myself, and I promised that if I were ever in the position to deliver that news, I would do everything possible to give people a soft landing.
For me, a soft landing means helping people see and remember their accomplishments, providing contacts and résumé reviews, offering career coaching, and reminding them of their skills when the shock makes them forget who they are. It means opening my network so they can connect with recruiters and opportunities, and making sure they know that they are not their job — they are the value they bring, and that value travels with them.
I think the biggest way for companies to provide a true soft landing is to retool people for new roles. Too often, I’ve seen organizations — including my own — lay off talented staff only to later repost similar positions at lower salaries, forgetting that subject matter expertise and skills are transferable. By investing in retraining and upskilling, companies can retain institutional knowledge and give loyal employees a path forward instead of pushing them out.
A layoff can feel like a death. It can bring intense stress and leave people feeling like they’ve failed, even when the decision was completely out of their control. This weight is even heavier for those with children or for the primary earners in a household, who may feel the immediate financial and emotional pressure of needing to provide. Care should be taken to recognize and understand this reality, because the way the message is delivered — and the support offered — can make all the difference in how someone recovers.
When the layoff day came, I worked closely with HR to ensure compassion in every conversation. I coached the HR representative on who each person was, their likely concerns, and what details would matter most in those first disorienting minutes. Between meetings, I paused for a moment of meditation to clear my head and be fully present for the next conversation. After delivering the news, I immediately shifted to support mode, encouraging people to gather performance reviews, peer feedback, and job descriptions to aid their job search. I shared my list of trusted recruiters and contacts, created a shared contact sheet for laid-off employees and current staff to stay connected, and offered résumé feedback, interview preparation, and salary negotiation coaching. I also helped people see strengths and career paths they might not have considered.
Over the months that followed, I continued to check in, celebrate new job offers, and provide ongoing encouragement. In many cases, I stayed in touch for months — even years — after they had left. I wanted them to know that just because we no longer worked together didn’t mean the relationship had to end. Many of those professional connections grew into lasting friendships, built on shared experiences and mutual respect.
This experience reinforced my belief in practicing humanism in leadership — seeing people as whole humans with lives, families, and aspirations beyond the office. It reminded me why I lead through the lens of servant leadership: removing obstacles, fostering psychological safety, and using my position to lift others up. I believe in paying forward the kindnesses I’ve received in my own career — the mentors who made introductions, the peers who encouraged me, the leaders who invested in my growth. Those acts didn’t just shape my professional path; they shaped the kind of leader I strive to be. In the end, being a kind human and showing you truly care is the best soft landing of all.
