Leading Through Layoffs, Reorgs, and Uncertainty

Leading a post-layoff meeting

Honestly, I was hoping I didn’t have to address this topic. I hoped that the market uncertainty would have settled down by now, and the rocky patch would be over. But it’s not, for a multitude of reasons, and I keep encountering this issue with the folks I’m talking to each week.

For many product leaders, it can feel like you are constantly in survival mode.

• Maybe you just navigated another round of layoffs.

• Maybe your team was reshuffled in the latest reorg.

• Maybe your roadmap changed overnight… again.

Whatever the trigger, one thing is clear: you’re leading in uncertainty.

As a product leadership coach, I hear this story every week: talented product leaders trying to steady the ship while the winds of change keep shifting. Teams are anxious. Strategy feels fuzzy. Morale is low. And through it all, you’re expected to keep delivering.

So how do you lead when the ground beneath you keeps moving?

1. First, Take Care of Yourself

Before you take care of your team, take care of you.

Uncertainty is exhausting. It’s tempting to go into “fix-it” mode: solve everyone’s problems, hold it all together, sprint toward clarity.

But product leadership isn’t about having all the answers. It’s about showing up with presence, empathy, and perspective. And you can’t do that if you’re burned out, anxious, or isolated.

What this looks like:

• Find your trusted circle: a coach, a peer, a mentor, someone outside the company.

• Protect time to reflect. Journal. Walk. Think.

• Accept that leadership in these moments isn’t about control—it’s about resilience.

2. Lead with Calm, Not Just Clarity

In moments of change, your team doesn’t just need information, they need stability.

You may not have all the answers. That’s okay. Your team isn’t looking for perfection. They’re looking for signals: Are you steady? Are we still moving forward?

What this looks like:

• Acknowledge uncertainty. Don’t sugarcoat it. Be honest.

• Share what you know, and what you don’t know.

• Use consistent language. Avoid whiplash messaging.

• Don’t just “update.” Frame the story: What changed, and what does it mean for us?

3. Re-ground the Team in Purpose

When people feel disoriented, they look for anchors. You can’t always offer job security, but you can offer clarity of purpose.

Reaffirm the team’s mission. Reconnect their work to outcomes. Help them see the impact they still have — even if the org chart looks different.

What this looks like:

• “Here’s what hasn’t changed: who we serve and why it matters.”

• Reframe the roadmap: What are our highest-leverage bets now?

• Highlight wins, no matter how small. Remind people that progress is still possible.

4. Reset Expectations — Up and Down

In times of change, everyone needs a recalibrated compass. That includes your peers, your execs, and your team.

As a leader, you must manage both directions:

• Upward: Advocate for what your team can deliver realistically. Protect them from shifting priorities and productivity theater.

• Downward: Reset what “good” looks like. In times of uncertainty, it may mean progress over perfection. Fewer bets, more learning.

What this looks like:

• Say no, or “not now,” to new asks that drain focus.

• Ask: “What’s the smallest version of this we can test?”

• Model strategic trade-offs, not heroic effort.

5. Make Space for Emotion and Real Talk

Layoffs and reorgs don’t just change workflows. They impact relationships, identity, and trust. Teams need space to process.

You don’t need to become a therapist. But you do need to normalize honest conversations.

What this looks like:

• Acknowledge the emotional toll: “I know this is hard. I feel it too.”

• Create space in 1:1s to check in before you check on progress.

• Encourage your team to share what’s on their mind — and don’t jump in to fix it right away.

6. Rebuild Trust Through Action, Not Just Words

Uncertainty can erode trust. Rebuilding it doesn’t come from motivational speeches, it comes from consistency.

Trust is built in the small things:

• Do what you say you’ll do.

• Follow up. Follow through.

• Keep showing up, even when the plan changes.

Your team is watching less what you say, and more how you lead.

7. Don’t Try to “Inspire.” Build Momentum

When morale is low, it’s tempting to give a big “rally the troops” speech. Sometimes that helps, but often, what teams need most is a clear next step.

In uncertainty, momentum is more powerful than motivation.

What this looks like:

• Get one win this week. Then another. Stack progress.

• Revisit goals: What can we still achieve this quarter?

• Ask: “What’s in our control?” Focus there.

Leading in Uncertainty Is Still Leading

If you’re navigating chaos right now, you’re not alone. Layoffs, reorgs, budget cuts, shifting priorities; it’s all on the table in 2025 and beyond.

But here’s what I remind my coaching clients:

Leadership isn’t tested when everything is going well. It’s revealed when things fall apart.

You don’t need to have it all figured out.

You just need to show up: with honesty, presence, and direction.

And if you’re looking for someone to help you lead through this storm — I’m here. As a product leadership coach, I work with product execs who are navigating uncertainty, change, and high-stakes decisions. Together, we build clarity, confidence, and momentum, so you can lead your team with integrity and impact.

Let’s talk.