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November 2008
In this Issue:
Leading Those That Remain
Downsizing...Right-sizing, lay-offs or workforce adjustment, whatever the current "correct" terminology, the fact remains that it is the most difficult thing that managers will deal with in their careers.
There are two (only two?!) issues regarding downsizing. First, the period of downsizing brings with it incredible anxiety for everyone. Both managers and employees have to "get through" this period where downsizing is announced and individuals are notified. While this is the period of greatest short term stress, it is an acute situation.
The second problem, and one of much more long term significance is the issue of those that remain. Somehow managers have to deal with the fall-out from the downsizing process, and move their organizations beyond the grief, the anger and the loss of morale that characterizes these major organizational events. It is those that remain that will determine what happens to the organization. We are going to talk about the long term issues here.
The First Few Weeks
In the first few weeks after downsizing even those who still have jobs will feel a lot of difficult things. Grief, anger, sense of betrayal, and depression are common "normal" reactions. Typically productivity drops as people work through their feelings by talking with each other.
This applies to you as the leader of your organization. However, as a leader you have an important role to play in helping employees get past the initial reactions.
During this time, it is important that you do not pressure employees unduly, either in the areas of increasing productivity, or in expressing feelings about the change. Some people want to talk, others not. Some will work harder and some will not. Your job is to help by gently talking to them, both in group settings and individually about their reactions, and how you can help.
Listening is key here. Ask questions and keep your own comments to a minimum, and don't exhort or pressure people. By showing concern and interest, you will be working towards repairing the sense of broken trust that accompanies downsizing.
During this period, you need to take stock of your own emotional situation. Your ability to lead people through the tough times will depend on your own physical and emotional health. Try not to cut yourself off. Talking to colleagues outside your organization is a good idea, or at least, venting your own feelings with someone unconnected with your organization. If you find yourself plagued by sleeplessness, mood swings and depression and guilt, don't hesitate to take advantage of support services that are available.
Normalizing
The initial shock of downsizing is likely to linger for some time, certainly for more than the two weeks mentioned. Unfortunately, you and your staff have goals to accomplish, people to serve. At some point there is a need to get on with it, to normalize the situation.
It is difficult for leaders to determine when it is time to start sending the message that "business as usual" must prevail. Too early and you alienate and anger staff...too late and you end up wallowing. It is best to start normalizing slowly and gently.
The situation in your organization can be helped if you start to address any operational problems that might have been caused by the downsizing. Any shifting in staff will result in new challenges in terms of doing business, and there can be some confusion and chaos regarding how you are going to go about doing "business" with a smaller staff complement.
It is important that the chaos be reduced. Normally this will mean clarifying with staff any concerns they have about getting the business done, and problem-solving around the issues. The longer that there is confusion, the more likely there will be permanent effects on organizational health and morale.
During this period, both group problem solving meetings and individual discussions are appropriate and recommended. Bring ALL staff into the discussion, and make sure everyone is clear what they should be doing.
While the feelings of employees are important during this phase, staff need to be slowly moved back to getting the job done. By getting clear understandings of the changes, you will create a climate of stability, which is necessary for the "recovery" of people in the organization.
Futuring
The first part of adjusting to downsizing is to address the feelings of those that remain. The second is to focus on dealing with the operational problems stemming from the changes, and the third step deals with the future.
People need a vision of the future, a sense of what they are trying to achieve, and they also need to know that they are part of a goal-oriented team pulling in the same direction. While we have talked above about "getting through", futuring involves people in trying to create (or confirm) a vision of the organization, and it's goals, values, purpose, etc. It is the creation and commitment to these things that will work to revitalize an organization that has been downsized.
The futuring process is usually a group process, and can extend to undertaking strategic planning, re-examination of priorities, operational planning, and review of role and mission. By doing these kinds of things you promote a sense that the future will bring positive, exciting things. Organizations that have lost staff need to have that sense if they are to rebuild.
Recap
Leading staff through downsizing requires the leader to exercise superior judgment and decision-making. It's a complicated task that involves the leader in recognizing the natural reactions of those that remain in the organization, and determining the right timing for moving the organization from the emotional reactions to a focus on the present and future. While it is difficult, the consequences of mis-managing or under-managing the situation are severe. Both management and staff will suffer if the timing is wrong, or managers deny or avoid dealing with the fall-out from downsizing.
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Improving Communication -- Tips For Managers
Many if not most of take effective communication for granted, but the truth is that often times, managers don't pay enough attention to improving communication within the organization, and improving their own communication. There's huge potential payoff for better communication, both for the bottom line, and for the mental sanity of everyone.
Research indicates that managers spend somewhere between 50% - 80% of their total time communicating in one way or the other. This isn't surprising, since communication is so critical to everything that goes on in an organization. Without effective communication there can be little or no performance management, innovation, understanding of clients, coordination of effort, AND, without effective communication it is difficult to manage the expectations of those who are in a position to make decisions about your fate.
It can also be said that many managers do not communicate well, and do not set an organizational climate where communication within the organization is managed effectively. This isn't surprising, since a manager who communicates ineffectively and does not encourage effective organizational communication is unlikely to hear about it. Poor communication is self-sustaining, because it eliminates an important "feedback loop". Staff are loathe to "communicate" their concerns about communication because they do not perceive the manager as receptive. Both staff and management play out a little dance.
In short, you may be fostering poor communication, and never know it. You may see the symptoms, but unless you are looking carefully, you may not identify your own involvement in the problem. What can you do about it?
Your Role In Communication Improvement
Effective organizational communication, regardless of form, requires three things.
First, all players must have the appropriate skills and understanding to communicate well. Communication is not a simple process, and many people simply do not have the required depth of understanding of communication issues.
Second, effective organizational communication requires a climate or culture that supports effective communication. More specifically, this climate involves trust, openness, reinforcement of good communication practices, and shared responsibility for making communication effective.
Third, effective communication requires attention. It doesn't just happen, but develops as a result of an intentional effort on the part of management and staff. Too often, communication, whether it is good or bad, is taken for granted.
We can define your role in improving communication with respect to each of these. First, if you want to improve communication, you will need to ensure that you and staff have the skills and knowledge necessary to communicate effectively. This may mean formal training is in order, or it may mean that you coach staff and provide feedback so that they can improve.
Second, you play a critical role in fostering and nurturing a climate that is characterized by open communication. Without this climate, all the skills in the world will be wasted.
Finally, you must bring communication to the forefront of organization attention. If you make the effort to improve communication, your staff will recognize that it is important. If you ignore it, so will staff.
Some Specific Tips:
1) Actively solicit feedback about your own communication, and communication within the organization. Ask staff questions like:
- When we talk, are you generally clear about what I am saying?
- Do you think we communicate well around here?
- Have you got any ideas about how we could communicate better?
Consider including these questions (or similar ones) in your performance management process, or staff meetings.
2) Assess your own communication knowledge and understanding
3) Working with your staff, define how you should communicate in the organization. Develop consensus regarding:
- How disagreements should be handled.
- How horizontal communication should work (staff to staff).
- How vertical communication should work (manager to staff, staff to manager).
- What information should be available and when.
Once consensus is reached, support the achievement of these goals through positive reinforcement and coaching.
4) Look at the impact of the structure of your organization and how it impacts on communication. Indirect communication (communication that is transferred from person to person) is notorious for causing problems. Look at increasing direct communication where the person with the message to send does it directly with the receiver.
5) Learn about, and use active listening techniques. This will set a tone and contribute to a positive communication climate. If you don't know what active listening is, find out. It's important.
6) Consider undertaking a communications audit.
Conclusion
We only have space to give you a few tips, and communication is a very complex process. Be aware that exploring communication patterns and effectiveness can bring to the surface a number of resentments and perceptions. If you aren't prepared to deal with these, it is best to look to an outside consultant.
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How To Be A Better Team Contributor
By Robert Bacal
More and more often, employees are expected to contribute to the performance and success of their work teams. While it sounds great on paper, it isn't all that easy to work in a team, since often team members are different in style, attitude, commitment and work ethic. If you are a work team member, supervise, manage or lead a team, take a good look at these tips and hints which will make it easier for team members to contribute more productively to their teams, and decrease friction among team members.
Stop The Blaming Cycle
Often teams get bogged down in blaming members when things go wrong. As a team member you can do two things to stop this wasteful and destructive team behavior. First, eliminate blaming language you may use. Replace blaming and finger-pointing comments or questions with a focus on solving problems, or preventing problems. Second, if other team members get into the blaming cycle, step in and "turn" the conversation back to a constructive approach. For example, here's a good phrase: "Ok, maybe we could save some time here by trying to ensure that the problem doesn't happen again, so what can we do to prevent it next time?"
Focus On The Present And Future
This is related to the blaming cycle. Don't dwell on the past. Use the past (successes and team failures) to help the team determine where they need to go to improve. You can't change the past -- you can only use it to learn from.
Stop Back Channel Talk
Talking about a team member in private with another team member usually involves a blaming process. While sometimes it's good to vent frustration about a fellow team mate, you shouldn't be doing it within the team. It's counter-productive, and harmful. Stop doing it unless you have a specific, constructive reason for doing so.
Personal Responsibility
Take responsibility for your behavior and the results that your team produces, but NOT the behavior of your team mates. When you take responsibility for another member's actions, you will tend to want to change your team mate, something that often creates dissension.
Finally, focus on YOUR contributions. Don't spend your time thinking about or telling team mates what THEY should be doing for the team. Think about what you can contribute, and how you can contribute more effectively. Then do it. For example, if you have a great suggestion, don't dump it in the group with the expectation that someone else will implement it. You offer to do it...after all it's your suggestion.
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