I appreciate your comment on leading teams through downsizing, and it's clear that your…
I appreciate your comment on leading teams through downsizing, and it's clear that your organization, Confirm, takes a thoughtful and strategic approach to this challenging process. Organizational Network Analysis (ONA) is indeed a valuable tool for identifying key contributors and optimizing communication within a reduced workforce. By focusing on maintaining productivity and morale, you not only recognize the importance of empathy but also the need for effective strategic planning during such transitions.
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This approach acknowledges the significant impact that a small number of employees can have on an organization, whether positively or negatively. It's crucial to consider these dynamics during times of change, as they can make a substantial difference in how well an organization weathers the challenges of downsizing.
By using ONA to streamline communication and maximize the contributions of your remaining team members, you're taking a proactive step towards ensuring the sustainability and success of your organization during and after the downsizing process. It's a commendable approach that demonstrates your commitment to both your employees and the long-term health of your company
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Comments (10)
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Wale Ajayi
December 14, 2023
Does the approach here still hold on a 4-engineer team? We're at the awkward middle and some of these patterns feel like they need a dedicated SRE to run properly.
Ikechukwu Okoro
November 30, 2023
Small addition: this only holds when the manager themselves has been coached this way. Copy-pasting the technique without the underlying model tends to fall flat.
Ryan Walker
November 30, 2023
Founder-CTO, 7 engineers, 9 months post-launch. Reading this after a rough sprint — the middle bit lands, because I spent this week trying not to fumble Stripe fee math on my team. Honestly the framing would have saved me at least a Slack DM I regret sending.
Chris Young
November 25, 2023
Not fully sold — this framing assumes the org rewards this kind of leadership rather than punishing it. In a heavily political org the sequencing has to change.
Edward Fletcher
November 24, 2023
Third paragraph is going in our runbook.
Kofi Agyeman
November 22, 2023
Question on the second half — how do you actually apply this with someone you personally hired? Struggling with that specific case on my team right now.
Freddie Wetherby
November 14, 2023
Reading this on the train — bookmarked, re-reading tonight.
Vanessa Young
November 10, 2023
One more thing worth naming: the incentives inside the calibration room matter as much as the actual conversation with the engineer.
Rachel Hall
November 3, 2023
Does the approach here still hold on a 4-engineer team? We're at the smaller end of that and some of these patterns feel like they need a dedicated SRE to run properly.
Bola Balogun
November 2, 2023
Refreshing to read this framed for our market rather than lifted from a Silicon Valley playbook. Specifically the operational piece — NIBSS audit for it, and that changes the design constraints in ways the US-centric literature never touches.
