Recently I addressed 200 employees as the keynote speaker of an annual staff meeting in San Francisco. After I finished, Mike, the company president, took the stage and answered questions that had been previously submitted. One question addressed the elephant that sits in the middle of too many corporate boardrooms: “Will there be more layoffs?”
He paused and looked up and said, “I wish I could look you in the eyes and tell you no, but I can’t. Unfortunately, there will be layoffs because right now the work just isn’t there.”
As a corporate speaker, I felt the punch to the gut and even a bit fraudulent about the real reason for me to present: “Joe, come on in and build morale while we downsize our staff.”
Ironically, the cocktail hour at the conclusion of the content portion of the meeting had a triumphant energy to it. People seemed upbeat, almost relieved to a certain extent. I asked one of the audience members how she viewed the meeting and she replied, “It was really good. Of course, I hope I survive the next round of layoffs, but I really appreciate top management being up front and honest with us.”
Regardless of how lean and challenging the economic crunch may be, the most crucial foundation for a successful workplace environment remains the same: trust. In good times or bad, the common link integral to maximizing performance is whether or not people are being told the truth. The less information they are provided, the more quickly trust will erode.
Here are four tips to keep you connected with your staff in challenging times:
Be generous about dispersing information. As anxiety and uncertainty climb with staff members, so do resentment and other counterproductive emotions. Much of this can be relieved, even prevented, by providing a road map of what you know and what you do not. Proactively providing information demonstrates a concern for the professional well being of employees. From a personal standpoint, sharing knowledge is just good character.
Make time to listen. This is one of the biggest complaints in the workplace and the downfall of many companies, because leaders don’t lock in to what employees want and need. If there is constant questioning like, “Why are there pay cuts?” or “Are we going to lose our biggest client?” you have a pattern that needs to be addressed. Process-focused managers will often never take the time to learn the concerns of staff or simply ignore them. If you want to improve the condition of your organization, take time to ask questions, and understand what people are thinking and feeling. Then, truly listen and follow up to prove that their perspectives count.
Continue to develop skills. Even if the budget for training and development isn’t what it once was, the ability to pass on knowledge and build skills remains omnipresent. As part of the ongoing need for productivity, mentoring and coaching showcase leadership and develop stronger-skilled employees while upping performance. Programs that build confidence and skills and help win business are often centered around presentation skills, leadership and servicing clients at a breakthrough level. Now is the time to make sure no balls are dropped and the employees you retain are acknowledged through continual development.
Increase the attaboys. At our core, we still desire recognition and positive reinforcement for the results that we achieve and the efforts we make. Many employees may not show it, but they want it. And by the way, a compliment or words of encouragement, a thank-you note or sometimes a pat on the back may be the least expensive and smartest thing an organization can make a habit.
It may seem counterintuitive to be upbeat in down times, but in the words of one of the greatest leaders of all time, John Wooden, “Things work out best for those who make the best of how things work out.”
Joe Takash is a keynote speaker, media resource and the president of Victory Consulting, an executive development and corporate training firm. His client list includes American Express, Prudential, Blue Cross Blue Shield, CBS Radio, Century 21, Turner Construction and other industry leaders. As an executive adviser, Takash has helped clients prepare for more than $3 billion of sales presentations. Learn more at www.JoeTakash.com.
