Dear Reader>> If you’re a leader and your team is worried about job security, there are several strategies to implement to lead with confidence and calmness.

According to a 2025 survey from Nectar, an employee recognition and rewards platform, layoffs have many results, as one may surmise, such as lower morale and job security anxiety.

As remaining workers have survived one or more rounds only to see some of their colleagues lose their jobs, they may have survivor’s guilt along with uncertainty and anxiety and increased burnout thanks to an additional workload. They may also lose trust in their leaders and loyalty to the organization.

While these are normal reactions to unsettling turbulence at work, there are several ways leaders can help their teams, even if they haven’t had layoffs yet, but uncertainty exists and escalates, especially around water coolers.

Bill Canady, CEO of Arrowhead Engineered Products (AEP), chairman of OTC Industrial Technologies and author of “From Panic to Profit: Uncover Value, Boost Revenue and Grow Your Business With the 80/20 Principle,” said, “When leaders panic, bad things happen. Fear-based communication sends inconsistent messages and decision-making becomes reactive rather than strategic. Psychological safety is compromised as teams and employees sense instability.

In the intermediate term and the long term, innovation is decreased because risk-taking feels too dangerous. Queasy employees head for the exits, increasing costly turnover, as employees seek more stable environments.”

The solution is for leaders to seek and transmit reliable information with authenticity and honesty. “Base your decisions on facts rather than rumors or catastrophic thinking. Be honest. Level with people. Explicitly refute inaccuracies, exaggerations and outright falsehoods,” said Canady.

Next, create structure. “Established processes and routines can guide you to success in managing even the most challenging business situations,” said Canady. “Focus on controllable factors; do the doable. Identify what’s within your sphere of influence. Don’t worry about elements beyond your control.”

In addition to building support networks to confide in trusted mentors, advisors or peers, Canady said there is a silver lining — a motivational plus to an external disruptive force.

“Perhaps no other factor is more persuasively unifying than having an external enemy,” said Canady. “It is easier to rally people against a common threat (such as a potential layoff) than it is to organize them for a common cause. Externalities make for wonderful enemies. A threat puts all of us in the same boat and it makes it easier to craft a compelling argument to persuade everyone to put their oar in. One of my most reliable leadership principles is to begin building success by using whatever ‘they’ give you. If ‘they’ give you an enemy, be sure you make the most out of that demon.”

Vicki Salemi is a career expert for Monster, an author, a speaker and consultant, TV commentator and former corporate recruiter.