Read David Dunwood 1. Consider Dunwood's handling of the board's severance matter. How could he have prevented the challenging situation he faced?

2. Assuming Dunwood and the board have agreed on a severance amount, how would you handle the layoff of the new site expansion team? Detail your communication plan, specifying key messages and recipients.

3. How should Dunwood react to Barber's voice message? Should he call back personally? What goals should Dunwood (or another Mountain Auto representative) aim for in that conversation?

 

Use any three articles below for connect and in text cite them.

 

The Layoff (HBR) Layoffs That Don't Break Your Company (HBR) The Right Way to Close an Operation (HBR) How to Tell Someone They're Being Laid off (HBR) Don't Let Layoffs Ruin Customer Service (HBR) Can Your Employees Really Speak Freely? (HBR) How to Get Your Employees to Speak Up (HBR) Men Get Credit for Voicing Ideas, but Not Problems. Women Don't Get Credit for Either (HBR) What Great Listeners Actually Do (HBR) If You Aspire to Be a Great Leader, Be Present (HBR)