Managing during downtime!

By Sherif Attar

In a world of ever-changing ambiguity and uncertainty, executives have to face two challenges: excellent performance and people development. Where many managers think those endeavours are “competing”, this author believes they are “completing”. GET DOWN TO BUSINESS argues.

Keeping morale up when economy is down

Keep your people feeling positive even when facing a downturn and many businesses have to downsize.

Managing the mood and morale of your team – and perhaps the ups and downs in people’s productivity – may feel like a roller coaster ride! So, how can you motivate in these situations?

Fortunately, there are some strategies to handle your team in a down economy. Key areas like communication, morale, and focus can keep your team going in this chilly economic climate.

Communication

One of the first things to happen when economic conditions are difficult is that the rumor mill starts turning. When things are so uncertain, fears and rumors can ignite with a spark, and, if not contained, it can spread through an organisation quickly.

While you may need to talk with your bosses about how to manage the situation, try to keep any ‘closeddoor sessions’ and private conference calls to a minimum during this time. Why? Well, because all the cloak-and-dagger secrecy is likely to incite fear, spark rumors, and lower morale. Your team may assume the worst if they suspect something’s up. It’s therefore often a wiser strategy to keep them in the loop.

Tips to keep communication open:

• Speak honestly. By attempting to make things sound better, you could run the risk of building distrust. Be transparent; people deserve to know the truth.
• If you have bad news, tell it to your team all at once. Withholding information can make it look as though you’ve got more to hide. This may increase stress and frustration.
• Make sure you are well informed enough to answer questions. Communicating information in a clear, concise way will help avoid misinformation.
• Negativity and complaining is unproductive. If you allow it take place in meetings, this can imply that you approve of it. Attempt to change the mood by focusing on something positive in their power to change.

Morale

Your team might see their friends or colleagues lose their jobs, and they might feel stressed. How can you keep their spirits up?

Well, first how do you know your team members are stressed? Here are some common signs:

• Productivity from top performers is down.
• More health complaints are there.
• Emotional extremes like depression, defensiveness, and anger are showing up.
• Some team members are isolating themselves from the group.

If you notice any of these signs, then you know it’s time to take action. You may need to involve human resources.

What can you do to boost people’s motivation levels? Here are some suggestions:

• Get creative in your compensation. Surveys suggest that people would be willing to take a pay cut in exchange for more time off. If you do need to trim budgets, ask your staff if they’d be willing to consider this.
• Consider offering team members the opportunity to work at home some days, a great way to show you trust people. Offer a longer lunch break.
• If it’s the case that there are now fewer employees, their ideas may have even more impact than before.
• When someone does a good job, sincerely thank them in front of the group. Make your team feel great about what they’re doing.

Focus

With all distractions going on, how can you make sure that people concentrate on their objectives?

Here are some tips:

• Lead by example. Staying focused and in control shows them what you expect, and gives them an example.
• Keep setting goals. If your team has something real to work towards, it will help keep their attention on what needs to get done.
• Remind everyone that this, too, shall pass. Busts are generally followed by booms. This is just another business cycle, and it will be over eventually.

For questions or suggestions, please send your comments.

Sherif Attar, an independent management consultant/trainer and organisation development authority, delivers seminars in the US, Europe, Middle East and the Far East.

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