Introduction Laying off a staff member is a challenging process that requires a substantial effort due to the possible ethical and emotional issues that a manager may experience in the process (Hess & Bacigalupo, 2015). The very phenomenon of a layoff is typically rendered as the dismissal of an employee under the pressure of circumstances such as an economic crisis and the ensuing threat of collapse. Consequently, the subject matter is traditionally looked down upon as the last resort of a firm and a choice with an intrinsically flawed ethical basis. Nevertheless, the use of a layoff may be viewed as a means to avoid greater injustice, such as the need to dismiss the entire staff due to the firm’s untimely demise. Therefore, while being admittedly hard to accept, the decision concerning the layoff of the employee must be taken. With the adoption of an adequate communication strategy, a reasonable negotiation approach, and the willingness of the company to compromise, the layoff may have no adverse effects on the company and its operations. Coping Techniques Since the very concept of a layoff incorporates a certain element of injustice, the process of laying an employee off is just as uncomfortable for the manager as it is for an employee. It is the latter, however, that suffers the greatest shock and, therefore, needs support and compassion (Gupta, 2013). Therefore, coping mechanisms for both parties need to be represented in the course of communication. The issue of self-blame is, perhaps, the first problem to consider avoiding when addressing the issue. It is important that the employee’s self-esteem should not drop because of the layoff, and that the employee should not guilt-trip the manager into changing the decision. Therefore, sympathy toward the employee and the recognition of the latter’s contribution to the company’s growth, as well as the acknowledgment of their professional expertise, must be viewed as the foundation for the communication. Furthermore, the manager must make sure that the environment, in which the conversation is going to take place, should be as relaxing and soothing as possible. Thus, the possibility of angry outbursts on the staff member’s side will be avoided. The coping technique based on the spatial characteristics of the environment that the meeting is going to be held at is crucial as it will prevent possible outbursts of aggression from the staff member to be laid off. Last but definitely not least, the manager should adjust the employee’s expectations prior to starting the dialogue. It is essential to facilitate the environment, in which the employee will not be baffled by the information presented to them. Thus, cautious warnings indicating that the subject of the conversation is going to be rather heavy will be required. The coping technique based on introducing the employee to negative information gradually, therefore, should also be incorporated into the general approach to be adopted by the manager. DM Meeting The first step to being taken after the decision to dismiss an employee has been made is to notify the person in question about the on-coming meeting. It is imperative to give the employee enough time to get ready for the conv