Managing my team through a RIF

Dates are purposely left out due to the confidentiality of this topic.

Summary

In Q3 2024, a reduction in force (RIF) affected 150 full-time employees in the Product Development team. My team lost a Content Designer, a UX researcher, and the Senior Director of Design we were going to report to. Panic and uncertainty quickly spread among the team.

I immediately addressed the situation with my team, providing clarity and support through Slack huddles and 1:1s. I initiated an impact analysis process with cross-functional partners to assess how the RIF would affect our Q3 and Q4 projects.
I stepped in to complete urgent design work, rescheduled a design review, and realigned our priorities with Product and Engineering leaders to adapt to reduced capacity.

The team gradually regained focus, and by the following Monday, we were ready to move forward with refocused priorities for Q4. I proposed further discussions on how to manage Q1 with fewer resources, which led to a leadership offsite. My team appreciated the proactive, authentic approach during a difficult time.

At 8:50 am, I learned that my team would be affected by a company-wide RIF, resulting in the loss of one of our Senior Product Designers, our only Content Designer, one of our two UX Researchers, and the Senior Director of Design we were about to report to.
By 9:10 am, affected employees had already lost access to Zendesk systems and started notifying their teams. Panic and uncertainty spread rapidly, with the CEO announcing a 9:45 am Zoom webinar.
Key Challenge: My team was blindsided by the sudden layoffs, and I had no prior knowledge or input in the process.
Solution: Immediately after the CEO’s email, I opened a Slack huddle with my team at 9:15 a.m. to proactively address the situation. I explained what I knew—that they were not impacted, but four of our close colleagues were. I offered my support for 1:1 conversations and encouraged the team to reach out to impacted colleagues.

Throughout the day, I had 1:1s with team members, helping them process the news. I reassured them that I didn’t expect business-as-usual productivity and encouraged them to take breaks if needed.
I also reached out to my new Senior Director of Design to explain that I couldn’t step away from my responsibilities as I needed to support my team. This was my priority for the day.

On Tuesday, I initiated conversations with my cross-functional partners, including the Product directors and the General Manager of my team (VP). I then led an impact analysis process to assess how the RIF would affect our Q3 and Q4 projects, focusing on how reduced design capacity would impact timelines.
I continued to make myself available for 1:1s with my team, recognizing that they were still processing the layoffs. The overall mood was somber and filled with frustration.
Key Challenge: The team needed time to grieve, but there were immediate demands on our design resources.
Solution: I balanced these demands by keeping communication open with both leadership and my team. I let them know they could take the time they needed while stepping in to address immediate project needs.

By Wednesday, I started reaching out to team members individually to check on how they were doing. The sentiment was still somber, but the team appreciated my availability.
While continuing to handle team morale, two engineers approached me about urgent design deliverables. I stepped in to complete the design work in Figma myself, ensuring deadlines were met despite losing one of our Senior Product Designers.

I updated the impact analysis with new details from Engineering and discussed the next steps with my design team. When the team requested a postponement of a design review, I supported their decision. I worked with the Product Director to reschedule the review, allowing the team time to regroup.
Key Challenge: The team was not ready to continue with business as usual and needed additional time to recover.
Solution: I advocated for the team’s need for space and time, balancing project demands with their well-being. This support helped ease the pressure while still keeping stakeholders informed.

On Friday, I met with the Directors of Product, VP, and Directors of Engineering to discuss the impact analysis I had prepared. We agreed to maintain our current Q3 priorities but reassessed and refocused our Q4 goals. I emphasized the need for careful prioritization due to the 25% reduction in design capacity.
Key Challenge: The team was working with reduced resources, and we needed to adjust expectations for what could realistically be accomplished in Q4.
Solution: I led the conversation around re-prioritization, ensuring leadership understood the impact of losing a designer and a content design resource. This allowed us to align on more realistic goals for Q4.
After the meeting, we held our weekly design staff meeting. I invited my manager (Senior Director of Product Design) to share his perspective, followed by a team-building activity focused on finding beauty in everyday things. This helped shift the tone and began the team’s emotional recovery.

By Monday, the team was ready to refocus on Q4, feeling more grounded after a week of adjustment. I proposed a meeting with leadership to discuss how we would manage Q1 with fewer resources, which led to organizing a leadership offsite to strategize for the future.
Key Lesson: This situation demonstrated the importance of quick action over prolonged planning. By addressing the RIF head-on, offering authentic support, and being proactive, I helped the team process the news and continue working toward our goals. My team expressed gratitude for my transparency and leadership during a difficult time.