After the layoffs, what next?

Harry Denton, the CEO in this fictional case study, has been caught off guard. As the head of Delarks, a venerable department-store chain in the Midwest, he has engineered a remarkable turn-around in only a year. Sales have rebounded, and Wall Street is applauding. Sure, a few trees were felled in the process--to make room for new growth, Denton had to clear out 3,000 pieces of what he privately refers to as "dead-wood"--but he'd saved the company. Didn't people understand that? Not exactly. When Delarks's head of merchandising defects to a competitor, Denton is shocked to realize that many of the survivors, in fact, have had it with him and with the company. The last straw was the recent closing of the Madison store, which Denton announced without warning to anyone--not even the company's head of HR, Thomas Wazinsky, a supposedly trusted adviser. In the wake of that coup, store employees from Wichita to Peoria are wondering, Are we next? The rumor mill says that many of them are considering leaving before Denton can inflict the next blow. And senior managers are not immune to the fear and anger. Even Wazinsky, one of the few links to Delarks's proud past, confesses to Denton, "I'll bet you're thinking of firing me." Denton has to act--and fast. He calls a "town meeting" for the 600 employees of the St. Paul store. The plan: rally the troops. Instead, Denton is routed. Angry questions are hurled at the CEO, and he is forced to beat a hasty retreat through the back door. Five experts offer advice on how to revive morale at the successful but troubled company.