Motivate Survivors After Downsizing
By Morey Stettner, Investor's Business Daily
Published December 29, 2008
Every layoff leaves trauma in its wake. In addition to employees who lose their jobs, edgy workers wonder if they're next.
Motivating these survivors to bear down and stay productive can test your managerial savvy. They may struggle to sweep aside distractions that undercut their performance. The prospect of more job losses in 2009 can breed intensifying fear.
After layoffs, the remaining employees think, "What's the impact on me?" The uncertainty can eat away at them, so your job is to help them focus on their work.
"Managers need to assure employees that the company has a clear short-term plan," said Lee Froschheiser, chief executive of Management Action Programs, a training and consulting firm in Sherman Oaks, Calif. "Employees want to know if the company is doing the right things and thinking ahead" to protect their jobs.
Boost Your Visibility
To allay employees' anxieties, unclog communication channels and make yourself as accessible as possible. Even if you lack answers to important questions such as, "Will there be more layoffs?" notify staffers of the latest developments while admitting what you don't know.
One of Froschheiser's clients recently launched monthly conference calls with about 100 employees in three states after the firm cut 10% of its work force. The president begins each 45-minute call by explaining the company's strategy, providing progress reports and proposing ways for employees to help the firm. For the last 10 minutes, employees can ask questions.
Co-author of "Vital Factors," Froschheiser advises leveling with employees about the likelihood of more bad news ahead. "We've got a plan in place," he suggests telling them. "We may have to cut costs, and that could affect jobs. But we've got other ways to cut, and I promise we will make those cuts first."
Along with clear communication, convey to employees that you understand the bracing impact of layoffs. Your genuine concern can in itself build trust in difficult times.
Among the best ways to show concern is to make sacrifices for the greater good of the organization, says Gregg Thompson, president of Bluepoint Leadership Development in Cincinnati. Examples include voluntarily cutting your compensation and rejecting perks such as extravagant business travel.
You can also meet one-on-one with workers and help them update their career plans and round out their skill set.
"If you can't assure employees that their jobs are secure, then teach them how to manage their career and develop skills for advancement," said Michael Simon, president of Simon Group, an executive coaching firm in Armonk, N.Y.
A Healthy Online Dialogue
In the aftermath of layoffs, rumors can swirl around your company. Two co-workers speculating about further cuts can trigger panic as dozens of their peers join in.
"To reduce the negative impact of the rumor mill, create an e-mail address box where employees can send questions or suggestions," said John McKee, founder of BusinessSuccessCoach.net in Los Angeles.
As a former senior executive at a satellite television firm, McKee boosted employee morale after a round of layoffs by inviting workers to post "virtual graffiti" on an Intranet. They would write messages such as, "I've been a loyal employee here. What gives?"
"(The management team) would comment on employees' questions and ideas," recalled McKee, author of "Career Wisdom." "After they got a response from a human being, they became more helpful and receptive to having a dialogue. It defused their anger and hostility. And we got some great suggestions."
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