Jennifer asks: My employees are spending a lot of time worrying about cutbacks in staff, salaries, benefits, even working hours. I’m afraid we’re losing our edge. How can I keep my employees motivated in a bad economy?
Coach Joel answers: This may seem challenging when you are facing negative circumstances that are beyond your control. However, it can also be an opportunity for some serious team building, a chance to take your team to the next level.
Layoffs can be traumatic, not only for those who leave the payroll, but for the so-called “survivors” who often find themselves not only picking up the pieces, but also the additional work of their departed coworkers.
It can be tough to keep yourself and those around you motivated during this difficult period. But here are some tips that might help.
1 – Identify what is positive now.
Even though the current situation may look bleak, remind them that they have a job and the business is still solid. As they embrace their current job security, they will find that they can continue to develop and grow in their current positions. By focusing on improving the current situation, you can seize on opportunities that weren’t present before.
2 – Rebalance the workload.
With fewer staff, resources, and the need to get more done with less, your employees may rightfully feel stressed. They’re probably wondering, “I’m already overwhelmed. How can I take on any more?” Rebalance the workload to reduce rather than create more stress. Talk with other leaders to redesign existing plans or swap them out for new ones that respond to the current circumstances. Then work to delegate effectively, having thoughtful conversations with each person about how much they can handle. Sit down with each individual and see how you can reallocate the work so it spreads more evenly across the people in your group. Since people may have already been experiencing an extreme level of stress for quite some time now, strive to reduce rather than create stress. Also look for low-priority work that can be delayed or eliminated. You’ll reduce stress by ensuring a more balanced workload.
3 – Clear the air.
Whenever a whole group starts to lose its edge, you first need to acknowledge the reality. Tell the truth. Be honest with your employees. The more honest you are, the more they will feel supported and less fearful. Many will fear the worst, and if you share an honest picture about what’s going on, they may realize that the situation isn’t as dire as they may think. Share the entire situation with them. Tell them everything you know. The more knowledge and information they have about what is actually happening, the easier it will be for them to accept the situation. And don’t be afraid to admit the things you don’t know.
Have an all-hands talk session and encourage people to share their concerns. Make this meeting informal, and not a part of a staff meeting or other departmental function. The sole purpose is to let people say what’s on their minds.
If employees’ friends and coworkers have left the workplace due to cutbacks and layoffs, one of two things is happening: either your employees are living in fear that the next pink slip will be theirs, or they have survivor’s guilt because they still have a job. Combine this with the fact that you as a manager are being asked to do more with less, and you have a real challenge.
Listen to what your people have to say. Acknowledge that you are all under pressure. Guide the discussion, however, and don’t let it degenerate into a gripe session.
4 – Start something new.
Once everyone has had a chance to air their feelings, take on a new project. Ask for suggestions from the group about some idea or project that’s been languishing on the back burner, or the idea for a new marketing campaign you’ve been ruminating over.
Rather than assigning roles, let people do what they do best. Ask for volunteers and suggestions from the group. As a motivational speaker, I present to thousands of leaders throughout the year who struggle to stay in control—of their departments, their projects, and their people. The secret is to let them take back some control. When the external environment is out of control, people need to feel that they still have some power over their own lives. This is your chance to give it to them.
By starting something new, you’ll be focusing on the future, which will help your people become aware of the promising projects, activities, and ideas that they could look forward to.
5 – Build on success.
There’s no such thing as too much acknowledgement. Chart the team’s progress and give plenty of public and private praise. Make sure the project has a timeline and a target completion date. When it’s finished, celebrate and provide a tangible reward, even if it’s as simple as a group lunch or movie tickets. Name people’s individual contributions, and give space for people to point out ways their coworkers went above and beyond. Let everyone enjoy the feeling of success, and then build on that success by repeating the process we’ve outlined here whenever the situation calls for it.
Taking these steps won’t completely eliminate the stress of challenging times, but it will greatly reduce it. By giving people something to rally behind together, and then rewarding their efforts, you reinforce the sense that you are still part of a team. In fact, making it through challenging times together can leave you a stronger, more unified team.
When times are tough, someone who understands team building and intrapersonal relationships can give your team a jump start. Contact Joel to talk about how he can help you start rebuilding morale today.
