Rebuilding After Layoffs: Start With Connection and Trust

The recent waves of layoffs across many organizations continue to sting. Even as some friends and former colleagues take down their green “Open to Work” banners on LinkedIn, many others still have them up — or are putting them back up again. This is hard.

I have been encouraged by the generosity people are showing one another: listening, sharing job leads, reviewing résumés, and offering practical advice. That kind of support matters.

(If you were impacted, please know I am here to support you however I can.)

At the same time, thousands of people remain in these organizations. And for many of them, the experience is its own kind of struggle.

They may be carrying survivor’s guilt. They are working in companies that feel completely different. They are facing uncertainty, unclear roles, heavier workloads, and more questions than answers.

Leaders are navigating this too — trying to rebuild teams, restore momentum, and make sense of what comes next.

In moments like this, it can be tempting to rush toward productivity and performance. But the most important work comes first.

We Have to Rebuild Connection and Trust

Meaningful connection, as Brené Brown describes, requires curiosity, openness, and honoring lived experience. It means approaching colleagues with generosity rather than assumptions. It means listening without judgment. It means staying present in difficult conversations instead of avoiding them.

Connection looks like being willing to sit with someone’s fear, frustration, or cautious hope — without trying to fix it too quickly. It means recognizing people’s experiences as real and valid.

This kind of connection is what makes trust possible.

Trust is built in small, everyday moments:

• How we show up in one-on-one conversations

• How we behave in meetings

• The tone of a message in Slack or email

So What Does It Look Like In Practice?

Charles Feltman defines trust as “choosing to risk making something vulnerable to another person’s actions.” That is not easy — especially after disruption. But it is exactly what teams need in order to move forward. Feltman points to four elements that build trust over time: Care, Sincerity, Reliability, and Competence.

Care — stay in difficult conversations and truly listen. Create space for people to share what they are experiencing, even when you cannot fix it.

Sincerity — be honest and transparent to the extent you are able. Say what you know, acknowledge what you do not, and avoid over-promising certainty.

Reliability — do what you say you will do, especially when people are watching closely. Small follow-throughs restore credibility when confidence has been shaken.

Competence — demonstrate your leadership through integrity, generosity, and emotional intelligence. Show steadiness in your decision-making and in how you treat people.

Brené Brown’s BRAVING framework gives us a useful guide for building trust. In times of great uncertainty, I recommend leaning most into:

Reliability — doing what you say you will do.

Integrity — choosing courage over comfort and staying present when emotions are high.

Non-judgment — allowing people to ask for what they need without fear, and doing the same for yourself.

Generosity — assuming positive intent instead of jumping to conclusions.

Effective leadership has always required connection and trust. Hard seasons do not change that — they make it more urgent.

We may not know exactly what tomorrow will bring. But we can choose how we show up today.

And rebuilding trust — one conversation, one promise kept, one human moment at a time — is where real recovery begins.