UNDERCOVERCOACH
Here then is an acronym I like to use to help smooth the transition of changes in the workplace and minimise the gossip and the rumours. It is formed from the word CHANGE.
COMMUNICATE FREQUENTLY Gossip never sleeps so have weekly
PEOPLE ARE ALREADY ON THEIR GUARD AND HAVE BEEN FOR SOME TIME
The problem I had when I was required to make people redundant was that the gossip had taken hold well before we knew precisely who was going to be made redundant.
The situation I faced is likely to recur now that we have a recession as long-lasting and pervasive as the one we have now. People are alre ady on their guard and have been for some time.
I have spoken to more than one person who is changing jobs to go somewhere more secure - even though it will be at a lower level and for less pay.
THERE ARE MANY PEOPLE WHO WILL EXPERIENCE FEAR AS A MOTIVATING FORCE
The gossip, the rumours, the ‘hoping for the best’ and ‘fearing the worst’ is a very natural reaction but we need not let it sabotage what we are trying to do. So what should we be trying to do?
We should, I suggest, be seeking to maintain morale and motivation - at a difficult time - so that work performance does not suffer. There are many people who will experience fear as a motivating force. They will work harder in the hope that they will keep their job that way.
updates on the ongoing situation at work. HELP UNDERSTANDING
ANSWER QUESTIONS NEVER BE CYNICAL
Put it in writing, put dates on the changes, and check understanding regularly.
Put FAQ’s (frequently asked questions) in writing, be patient as people come to terms with the bad news, patient repetition will help people to understand.
Put up, or shut up. If you do not agree with the changes then get the answers you need to be able to communicate the bad news. If you are cynical it gives everyone else permission to be the same, and then morale could get much worse.
GET IDEAS
Ask for ideas. People may be much closer to the problems than you are. Ask team members what they can do to help the transition to succeed. Set a good example yourself and then ask staff to do their best.
EXPLAIN THE BENEFITS Get the team engaged in the process
of change by explaining the benefits i.e. the organisation survives, the team pulls together, we help each other, efficiencies and economies emerge.
GOOD LUCK COMMUNICATING THOSE DIFFICULT DECISIONS. I HOPE YOU NEVER NEED IT. If you have a difficult decision to
communicate and you think it might help to talk to someone about it you can contact The UnderCoverCoach via Duncan McGilvray at
duncan@greenenergypublishing.co.uk
www.windenergynetwork.co.uk
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