Preparing for the Hardest Day: A Communicator’s Guide to RIF Readiness

This is, without question, my least favorite topic. No leader wants to talk about reductions in force, and no communicator wants to prepare for them. But with layoffs hitting a 22-year October high, topping 1.1M, which is the most since the 2020 pandemic, and with EOY planning in full swing, this is the season when difficult decisions are most often discussed and often made.

That means this is also the moment when communications leaders need to be ready.

Even if your company never wants to use a Reduction in Force (RIF) plan, not having one is a risk. As advisors, strategists, and brand stewards, we owe it to our teams and our organizations to be prepared for the conversations we hope will never happen.

Below are some of the most important principles we’ve learned after supporting brands through these moments.

Preparation is not fatalistic; it is our responsibility

A RIF is one of the few moments when legal risk, cultural stability, leadership credibility, employee trust, and brand reputation converge. Even small missteps like a rushed email, a vague answer, or an inconsistent message can spread across the organization and beyond.

Communications leaders must prepare long before they think they’ll ever need to. “If I got a call tomorrow morning, would I be ready?”

Understand the “why” before you touch the “what”

In a RIF, facts matter more than format. Before drafting, advising, or planning anything, communications leaders must understand:

• Why is this happening?

• What problem is the company solving?

• What alternatives were considered?

• What’s the strategy going forward?

Without clarity on the “why,” every downstream communication risks confusion, mistrust, or misalignment. As communicators, our job isn’t to judge the business decision; it’s to ensure the message is accurate, consistent, and human.

Build trust by being human, honest, and concise

No RIF message will ever be “good news.” But it can be delivered well.  

Communications leaders should encourage executives to:

Be direct. Avoid euphemisms or corporate speak. People can handle the truth more than they can handle ambiguity.

Be empathetic. These moments are deeply personal for employees. Tone matters as much as content.

Be concise. When people are anxious, they need clarity.

Be consistent. Every audience, whether it’s employees, managers, customers, partners, or the media, must hear the same story.

Remember: anything shared internally can end up externally within minutes.

Think in audiences, not channels

Too many companies start writing before thinking about who needs to hear what and in what order. Each of the following audiences needs to hear the same message, but they also require something different. Some need reassurance, some need clarity, and some need logistical information and long-term vision.

• Impacted employees

• Retained employees

• Managers and department heads

• Customers and partners

• Investors or board members

• Media and external stakeholders

Timing is also critical.  

Prepare leaders for the most challenging questions

The questions employees ask after a RIF are predictable, and leaders should never be caught flat-footed. Here is a sampling of questions to discuss and rehearse so everyone can feel as comfortable as possible with what happens next.  

• Will there be more cuts?

• How does this affect the company’s future?

• What happens to product development, customer support, or roadmap commitments?

• How will roles or responsibilities change?

• Why were these specific roles selected?

You don’t need perfect answers, but truthful ones that align with the leadership team to avoid speculation.

Restore stability by anchoring the path forward

Any reduction or company restructuring isn’t just a moment; it’s about the aftermath. Once immediate communication is complete, the real culture work begins, and communication leaders play a critical role. The focus should immediately shift to:

• Reinforcing the future strategy

• Helping managers navigate tough conversations

• Simplifying the “what’s next”

• Resetting priorities for the next 30–90 days

• Creating space for people to ask questions

It’s important to be clear and consistent.

Hit pause on “business as usual” announcements

Even well-intentioned momentum moments like new hires, awards, product launches, etc., can read as tone-deaf when employees are processing a loss. Communications leaders should evaluate every external announcement with a simple lens:

“Will this feel respectful to the people and culture right now?”

If the answer is no, it can wait.

Expect culture to wobble and guide leaders through it

Morale drops after a RIF, and that is normal. However, what matters is how leadership shows up next. Communications leaders should help guide:

Managers on what to say

Teams on how to move forward

Leaders on where and how to show up

Employees on how decisions affect priorities

Rebuilding confidence isn’t instantaneous, but it is achievable with clarity, empathy, and consistency.

Above all, bring humanity to the table

You may never need to plan for an event like this. But if the call comes, readiness is an act of care. The teams who remember how you showed up will decide how quickly your culture—and your brand—can heal, rebuild confidence, and move with purpose again.

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