What I learned leading through layoffs
The next 90 days matter more than you think
There is a pattern showing up right now that you need to pay attention to.
Major companies are announcing layoffs again.
Meta is planning cuts that could affect around 8,000 people.
Disney is eliminating about 1,000 roles.
Snap is cutting about 1,000 employees too.
When headlines like that start piling up, most people immediately focus on why it is happening.
They blame the economy.
They blame AI.
They blame leadership.
They blame restructuring, overhiring, or market shifts.
The truth is, there are always multiple reasons behind layoffs, and most of them are completely outside of your control.
So instead of getting stuck trying to analyze every reason, there is a more important question to focus on.
When decisions are being made about who stays and who goes, how are those decisions actually happening?
I have spent decades leading teams and sitting in executive rooms where these calls get made, and I can tell you this with complete clarity.
Layoffs are not random.
Leaders are making very specific decisions about who they feel they need to keep.
And here is the part that may feel uncomfortable, but it is real.
The people getting laid off were either not important enough to keep or not noticeable enough to keep.
That does not mean they were not talented.
It does not mean they were not working hard.
It means when the moment came, they were not top of mind in the right way.
When the environment becomes uncertain, leaders do not go searching for hidden talent. They move quickly, and they rely on what feels clear and certain to them.
They ask themselves:
Who do I trust to carry more?
Who do I feel confident putting in front of clients or senior leadership?
Who is clearly contributing in a way I can explain and defend?
Those are perception-driven decisions.
And perception is built on three things:
Visibility, credibility, and trust.
Not just competence.
This is where many professionals who want to move up get stuck.
They are doing strong work.
They are reliable.
They are capable.
But they are assuming that is enough.
In a more selective environment, it is not.
From a neuroscience standpoint, this makes sense. The brain is a predictive machine, and when things feel uncertain, it defaults to what feels familiar and safe.
Leaders do the same thing.
They move toward the people they know, the people they remember, and the people they trust.
So the real question for you is not: “Am I doing good work?”
It is: “Am I positioned as someone leaders feel confident betting on?”
If you are honest, you already know where you stand.
And if you are not where you want to be, this is the moment to change it.
That is exactly why I created the Stand Out and Move Up Bootcamp.
This is designed for professionals who are ready to move up but are not being seen, trusted, or chosen yet.
Inside, I will show you how to:
make your impact visible in a way leaders actually register
communicate with clarity and weight so people trust your thinking
build a focused 90-day plan so your career starts moving with intention
It is practical, direct, and built for busy professionals.
Five days. About 20 minutes a day.
If you are serious about changing how you are positioned, you can step into it here:
Your challenge:
Stop trying to control the reasons behind what is happening in the market.
Start controlling how you are seen within it.
The next 90 days will either reinforce your current position or change it.
That part is up to you.
Your ally,
Stephanie