Layoffs Are Traumatizing Dammit

Layoffs aren't career setbacks—they're traumatic events. And we've normalized them to the point where companies casually include them in business plans. Beverly breaks down why this matters, what it costs, and what needs to change.

What you'll learn:

• The research on layoff trauma: Why job loss causes psychological harm even without financial crisis—and why American workers suffer more than workers in other countries

• Signs layoffs are coming: The patterns senior leaders don't want you to recognize—sudden "efficiency" focus, hiring freezes, mysterious consultants, and restructuring announcements

• The terminology games: Why companies use "restructuring" instead of "layoffs"—and the HR loophole this creates

• Leadership perspective: Beverly shares her experience conducting three layoffs and why each one traumatized her—plus what ethical leaders do differently

• The strategic layoff problem: Companies that include layoffs in annual business plans, lay off workers then rehire, or conduct Q4 layoffs to hit margins while announcing executive bonuses

• Accountability we need: Specific legislation and corporate policies that would prevent layoffs from being used as strategic business tools

• What to do right now: Practical steps if you've been laid off or you're seeing warning signs

Beverly brings research from the Journal of Applied Psychology, Journal of Vocational Behavior, and Rutgers University unemployment studies—not just opinion, but evidence that layoffs traumatize people and we need systemic change.

For employees navigating layoff anxiety or recovering from job loss. For leaders who've had to conduct layoffs and were affected by it. For anyone who believes corporations need accountability for how they treat workers.

The uncomfortable truth: Beverly has conducted layoffs. Each time was traumatizing. And what she can't comprehend is how this has become an expected aspect of business—how executives discuss eliminating 200 positions like they're discussing vendor contracts.

We need to stop using euphemisms that distance us from the human cost. We need transparency about which companies conduct strategic layoffs. We need financial penalties for companies that lay off workers then rehire for the same roles. We need to recognize that if you have money for stock buybacks, you have money to keep people employed.

This isn't about making business harder. This is about recognizing that we've prioritized "business flexibility" over human beings for decades—and it's not working for anyone except shareholders and executives.

If you've been laid off: The trauma is real. You're not broken. The system is broken.

If you're a leader: Let your discomfort with layoffs drive you to advocate for better practices.

If you want change: Demand accountability. Support worker protections. Share stories. Vote for policies that prioritize people over profits.

Layoffs are traumatizing dammit. It's time we stopped pretending they're not.

Part of "How To Give A Damn About Your Workplace"—where we demand better from corporate America.

You're not expendable. You're valuable. And you deserve better.

Give a Damn About Your Next 30 Days - Why Honoring Yourself Changes Everything

The people who transform their workplace situations aren't more talented or luckier. They're more consistent. Beverly breaks down why honoring a 30-day commitment changes everything—and how to actually do it.

What you'll learn:

• Why 30 days of consistency builds the foundation for 90 days of results

• How same time + same place makes behavior automatic (so you stop fighting yourself)

• Why morning habits transform situations faster than evening ones

• The compound effect of showing up even when you don't see results yet

• Real strategies for honoring your commitment on the hard days

Beverly brings research from Healthcare, European Journal of Social Psychology, and Frontiers in Psychology—not just theory, but actionable strategy that works.

For leaders building better team culture through consistency. For employees building their exit through daily action. For anyone ready to prove to themselves what they're capable of.

This isn't just about motivation. This is about building the foundation that makes transformation inevitable.

Honor the commitment. Trust the process. Watch what happens.

You're capable of this. Now go prove it to yourself.

Sources Referenced:

• Singh, B., et al. (2024). Time to Form a Habit: A Systematic Review and Meta-Analysis. Healthcare, 12(23), 2488.

• Lally, P., et al. (2010). How are habits formed: Modelling habit formation in the real world. European Journal of Social Psychology, 40, 998-1009.

• Kaushal, N., et al. (2018). Mediating Mechanisms in a Physical Activity Intervention. Journal of Sport & Exercise Psychology, 40, 101-110.

The self-advocacy crisis is real, and it's costing everyone. Beverly breaks down why "good work speaks for itself" is corporate America's most expensive lie - and what leaders and employees need to do about it.

This isn't another "lean in" conversation. This is about fixing broken communication systems that are bleeding talent, money, and opportunity. Whether you're leading people or being led, you have a role to play in solving this.

What you'll learn:

• Why employee silence costs more than just individual careers

• How leaders accidentally discourage the behavior they claim to want

• Strategic frameworks for both managers and team members

• The research that reveals the true business impact

Beverly brings over a decade of C-suite experience and research from Harvard Business Review, Gallup, and more institutions to show you exactly why this matters and what to do about it.

Fair warning: This episode might make you rethink how you communicate about your value at work. Whether you're staying too quiet or not creating space for others to speak up, it's time to have these conversations.