The economy is in crisis, and corporate America is bleeding jobs. Record job losses in 2008 -- the largest since 1945 -- might even worsen in 2009, with one out of every four companies planning layoffs. But what about our layoff survivors? Sure, they're the "lucky" ones who didn't get a pink slip, but they have legitimate worries and woes, too -- from surviving the next round of cuts to suffering a lean and mean work environment.

Best intentions aside, most managers get it wrong in dealing with layoff survivors, say Jamie and Maren Showkeir, workplace experts and co-authors of Authentic Conversations (Berrett-Koehler, 2008, $18.95). The Showkeirs share real-world advice and anecdotes, and show leaders at all levels how to avoid damaging mistakes. Five common blunders:

1. Treating people like children and sugarcoating the realities

Tip: Avoid tiptoeing around tough issues and tell it like it is to workers. Remember, they're grown-ups who can handle the truth.

2. Downplaying the economy and giving false reassurances

Tip: Instead of minimizing the economic crisis, disclose its full impact on the business. Provide key details and honest interpretations.

3. Acting as if it's all "just business" -- and "not personal"

Tip: Don't! Everything is personal, especially employees' real anxieties and fears about paying the mortgage and putting food on the table.

4. Trying to manage others' emotional responses

Tip: Resist telling people how to feel ("Come on, you're OK") or what to do ("Buck up!"). Truth is, that's their call -- not yours.

5. Discouraging people from voicing their feelings

Tip: Encourage people to express themselves publicly, from hosting special brown-bag lunches to inviting questions at regular staff meetings. As much as possible, do things face to face -- and don't hide behind e-mail.