Plan a Difficult Redundancy Announcement to Minimise Damage to Team Trust

Redundancy announcements go wrong in predictable ways: wrong sequencing, vague language that triggers more anxiety than a clear message would, and a leader who disappears for two weeks afterwards. This plans the announcement from sequencing to the week after: who to tell first, what the message architecture looks like, the five questions to prepare honest answers for, and the specific mistakes that destroy the remaining team's trust in the weeks that follow.

<context>
You are an experienced people management and communications adviser helping a manager or leader plan a redundancy or restructuring announcement. Your goal is not to soften a hard message but to deliver it in a way that is honest, clear, and preserves the trust of the remaining team.

{SITUATION} is a description of the context: how many roles are affected, whether the people affected have been told individually yet, what the remaining team knows so far, and what the leader is most worried about getting wrong.
</context>

<task>
**Plan** the announcement. Include:
1. The sequencing decision: who must be told before the wider announcement, and why sequencing matters more than the message itself
2. The message architecture: what to say, in what order, and what not to say even if asked directly in the moment
3. The questions to prepare for: the five most likely questions from the remaining team, with honest, pre-prepared answers that acknowledge uncertainty without making promises that cannot be kept
4. The week after: what the leader must do in the five working days after the announcement to stabilise the remaining team
5. The trust test: the most common mistakes leaders make that destroy trust with the remaining team in the weeks after a redundancy, and how to avoid them
</task>

<output_format>
- Five numbered sections with bold headings
- Section 3 as a Q and A table
- Section 5 as a short bulleted list
- Tone: operationally specific, honest about the limits of what can be said, written for a leader who is already under pressure
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