Positive Energy - A Positive Workplace Means Surviving Survivor Syndrome

Editor's Note

In spite of all that's going on...there is good news out there! Are you looking for it? Listening for it?

Here's my good news...This Friday, March 13, is Positive Impact's third birthday! Like other three year olds, we've met new friends, laughed, cried, learned alot, tripped, skinned our knees, got back up, started again, and, most importantly, found our (authentic) voice!

From the ever-expanding "P2P" network, unique and popular "Positive-Talk" program series, to our successful new paperback, audio/e-book, "A Positive Workplace Means Business! It Just Makes Cent$!," we've grown by leaps and bounds in just three years!

Many thanks to all who have believed in and supported me and Positive Impact as clients, vendors, mentors, friends, and even competitors. You've all raised my game and I thank you! Stay tuned...the best is yet to come!

Last month's newsletter, Surviving Survivor Syndrome, received a lot of great feedback and was also highlighted in this month's Renaissance Executive Forum newsletter! As managers and leaders, we have a huge role in creating a positive outcome during these difficult times. What's a manager to do? Read and enjoy Part II.

MJ Paris

As layoffs continue to spread amid the deepening financial crisis, companies need to manage the aftermath of layoffs and their effect on remaining employees, the survivors.

Research indicates that workers are more insecure, feel less valued, and have higher stress levels and workloads after a layoff, and employee morale can have a major effect on an organization’s performance.

According to Douglas Klein from Human Resource Executive, “Employees need to trust management in order to sustain morale, and one determinant factor of that trust is whether the employees believe management turned too quickly to layoffs or used them only as a last resort. The way they are treated after the layoff is important as well.”

So, what can, we, as managers and leaders do in the midst of current all-to-common down-sizing situations?

Like any problem, survivor syndrome, as it has come to be known, may not be prevented entirely but, it can be managed in a more productive “P2P” manner. If you and your organization are faced with this situation, here are some tips that may help…

1. Be Proactive.
Know that employees will feel shocked and betrayed by the downsizing, even when they suspect it is coming. The human resource department, in concert with the leaders and management team, needs to develop a comprehensive communication program about the layoff before it occurs.

Managers/supervisors must be given responsibility for implementing the program, not only because the information will seem more credible, but also because employees will be able to have their questions answered immediately.

If you are the owner of a small business, seek the help of a human resource consultant to help you craft a program that is right for your organization. Your supervisors and managers must be fully informed and able to share the responsibility for implementing the program with you for all the same reasons.

2. Communicate, Communicate, Communicate.
In real estate, it’s location, location, location. One of the best ways to comfort employees in the midst of downsizing is to communicate, communicate, communicate - honestly, openly and frequently to the surviving employees.

Be completely honest about whether there may be future layoffs. Explain why the layoffs were necessary and how they will contribute to the company’s performance.

When there is silence and the absence of any information from management, employees have a tendency to pay loads of attention to the rumor mill and fill in the gaps with their own assumptions, which are usually based on worst-case scenarios.

This is how paralyzing, negative information starts to pollute the environment and negatively impacts daily productivity.

But opening up to employees through brown-bag lunches, telephone hotlines, newsletters and staff meetings can do wonders in squashing rumors and calming anxieties.

Educate employees about the financial goals of the business and the competitive environment. Teach employees to read financial statements and understand the strategic-planning process.

The fundamental problem of most companies is that they don't have ways for people to get answers to their questions. More two-way (“P2P”) communication is a must.

The good companies come up with ways where people can ask tough and even embarrassing questions and it's OK.

3. Acknowledge Survivors' Emotional Needs.
More often, human resource people have to quickly implement some type of triage for survivors, a process that starts with recognizing these survivors’ need emotional support.

It’s critical that all levels of management continue to reinforce that employees are the company’s most valuable asset.

This requires a tremendous amount of emotional work. Most managers/leaders have an internal locus of control. Meaning, they're internally driven, self-motivated and accustomed to change. Many people in more subordinate positions, however, are usually externally driven and find comfort in routine.

To help employees adapt to the ever-changing realities of the workplace, we must acknowledge their emotional roller coaster and allow them to express their pain and discontent.

If you're dealing with an angry work force, this kind of venting can be very constructive, but employees also have to be given coping strategies. Don't let the newly released anxiety float around unattended.

Give employees tips on how to harness it and become change-resilient by developing good coping skills, such as flexibility, curiosity and optimism.

Arrange for a counselor from the company’s employee assistance program to visit your worksite and be available for drop-in appointments. This way, employees can receive assistance when they need it most. It might also be a good idea to arrange for the counselors to conduct group meetings at the departmental level.

Employees’ emotional response should be met with support and reassurance, and managers need to help employees find work-related solutions for the greater workload.

4. Clarify New Roles.
As you do your best to help employees understand the big picture - which includes not only the reason behind a downsizing, but also an explanation of the company's new direction - be sure to communicate the little picture.

It's equally important to explain how each employee's job has changed, if at all, acknowledge their value on the team and reinforce how each person contributes to the bottom-line.

If you sense employees are confused and don't know what they're supposed to be doing, it's probably a good idea to spend some time educating your managers about the new organization so they are better equipped to help their employees.

What’s working? What’s not working? And how do you know?
Put in place concrete assessment tools - Use focus groups, employee surveys, town hall meetings, and other “P2P” tools to check the climate of your organization. Revisit the plan frequently and make adjustments in the spirit of continuous improvement.

Remember my equation for success? EM (effective managers) + E2 (engaged employees) + EC (engaged customers) = PO (profitable organization) + PW (positive workplace). It’s more important than ever in these situations…

In the end, the task of managing survivors boils down to maintaining a positive approach, increasing the quality of the “P2P” (people-to-people) connections, and recognizing that survivors have special needs.

By giving them the emotional support they deserve and communicating with them with respect, you can help ease their pain, shorten their recovery time, and create a more positive work environment.

P.S. Do you know someone who needs "Positive Energy" in their workplace? Feel free to forward this issue to friends, family and colleagues!

A Positive Workplace Means Business™.
Leadership and professional development programs designed for front-line employees, team leaders, supervisors, managers, and corporate leaders who are responsible for developing and implementing their organization's employee and customer service strategies. « Learn More »

Mary Jane (MJ) Paris brings a broad base of experience in management, leadership and employee development gained from more than 25 years in sales management, retail banking, training, recruiting, project management, event planning and community leadership.
Her common sense approach and practical experience combined with her dynamic presentation skills provide a solid foundation for understanding her client’s needs and challenges.