A Globe and Mail reader recently asked this question: “Our company recently underwent a round of layoffs and more are likely coming. I want to let my team know I understand if they want to look for another job and offer them job hunting and resume advice. But would this be unethical or put my job at risk?”

My short answer is “proceed with extreme caution” and you can read my full response in the Careers section of The Globe and Mail online (or scroll to the end of this article). More importantly however, I believe this well-meaning manager is facing a classic leadership dilemma that requires strategic thinking, not just good intentions.

This manager clearly cares about their team and wants to do right by them during uncertain times. That’s admirable. However, what they’re considering could actually put both themselves and their team members in a worse position. Sometimes the most supportive thing a leader can do is understand the bigger picture before taking action.

It’s human nature to want to fix things for the people we lead, especially when we see them struggling with uncertainty. Many managers make the mistake of thinking they need to solve their team’s problems directly, without considering the broader organizational context they’re operating within.

At BlueSky Personnel Solutions, we regularly counsel both managers and organizations navigating these challenging waters. What we’ve learned is that good intentions without strategic thinking can create more problems than they solve.

A better approach is to ask: What can I actually do to support my team that won’t compromise anyone’s position? In other words, how do I provide genuine leadership during uncertainty?

The reality is that unless your upper management has explicitly told employees to explore external opportunities, actively helping your team job hunt could be considered a breach of your employment agreement. Your role as a manager is to align with organizational messaging, not create your own.

When we work with organizations going through transitions, we emphasize the importance of working within established communication frameworks rather than going rogue, no matter how well-intentioned.

So, here are three strategic approaches that actually work for supporting teams during uncertain times:

• Seek clarity before you act. Approach your leadership to share what you’re observing about team morale and ask for specific guidance on how to handle employee concerns. This protects you while potentially opening up official channels for better communication.
• Lead with quiet support, not grand gestures. Give your team members grace when they need time off during work hours. Don’t ask too many questions about appointments. Your understanding will be felt and appreciated without creating complications.
• Focus on what you can control. Provide stability through consistent leadership, clear communication about what you do know, and flexibility around what you don’t. People need steady leadership during storms, not leaders who add to the chaos.

The most effective managers during layoff periods are those who understand their role within the larger organizational machine. They provide calm, consistent leadership while working within established boundaries rather than trying to be the hero who saves everyone.

While offering to help with resumes might feel supportive, it sends a message that you expect people to leave and could actually accelerate departures. It also puts you at risk of being seen as undermining company stability.

Sometimes the best support is being a reliable, understanding leader who creates space for people to make their own decisions without pressure or premature encouragement to jump ship.

Taking a strategic approach to team leadership during uncertain times will serve everyone better than reactive problem-solving that could backfire on both you and your team members. This connects to our broader understanding that successful employee engagement starts with understanding what motivates people both inside and outside of work.

If your organization is navigating layoffs or restructuring and needs strategic guidance on communication and talent management, it would be our pleasure to support you. We work with companies and leaders to develop approaches that protect everyone’s interests while maintaining team stability. Simply call us today at: 416-236-3303 or send an email to: [email protected]. We look forward to serving you!

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More layoffs are likely coming. Can I offer my team job hunting and resume advice? 

THE QUESTION

Our company recently underwent a round of layoffs. It’s no secret that we haven’t been doing well and it’s likely that more layoffs are coming. I can tell that my team is on edge. To be honest, I don’t even know if my job is safe. I want to let my team know that I totally understand if they want to look around for another job (I suspect many of them are already doing this) and would offer them job hunting and resume advice. But would this be unethical or put my job at risk? How can I help guide and support my team during this time of uncertainty?

THE FIRST ANSWER

Julie Labrie, president, BlueSky Personnel Solutions, Toronto

I appreciate that you care about your team and want to support them during this time of uncertainty. However, unless your upper management has explicitly told employees to explore external job opportunities, actively helping your team look for work by offering job search and resume advice could be considered a breach of your own employment agreement.

It’s up to your company’s leadership to decide when and how they want to communicate what is happening within the organization. As a manager, your role is to align with and represent that messaging. Saying anything outside of what has been formally communicated could put you in a precarious position.

That said, you can always approach your leadership to share how your team is feeling increasingly uncertain about their job security. Consider asking for guidance on how to handle this from an official communications standpoint. This should give you the clarity you seek on how to best support your employees.

In times of change, some companies will opt to be transparent, proactively encouraging their people to seek employment elsewhere. Others prefer to keep those conversations behind closed doors.

One way to support your staff, while minimizing risk, is to avoid asking too many questions and giving grace to your team members if they need time off during the workday for interviews, for example. Your quiet support will likely be felt and appreciated. Keep in mind, too, that people react differently to change and uncertainty and offering flexibility may be the best support you can give them.

To read the second answer, by Karen MacMillan, assistant professor of organizational behaviour, Ivey Business School, Western University, London, Ont., please visit: The Globe and Mail’s career section (for subscribers).