Dear Workforce:
How do we cope with employee
stress from them having to do more with less? Like many companies, ours has had
to make tough choices in recent years. So far so good.... but we want to defuse
any problems that might arise.
-- Chief Worry Officer,
services/software, New York City
Building Stress Resilience and Organizational Hardiness despite
Doing “More with Less”
Dear CWO,
I like your job title. The troops will more likely sense you feel
their pain. And this is vital, for
research has updated the old saw:
“Misery loves company.” Actually,
it really likes miserable company! While I’m being a tad playful, there is a
serious message. When a company has had
to make tough cutbacks, one of the most important dynamics is that everyone in
the company makes some sacrifice; all, in some fashion, are walking in those
“more with less” shoes, (and occasionally feel the bunions).
Let me also provide a proactive
list of stress resiliency bullet points:
1. Hold Town Hall
Meeting. Consider
having an “all hands” meeting for the troops to review where you’ve been as
company-division-department, etc. – bumps and strengths – during this tough
transition. (And if necessary make it web-video friendly.) I might hold a panel forum with an array of
levels having an opportunity to share what have been the challenges, the stress
points; some humor here is especially invaluable. As I once penned: “People are less defensive and more open to a
serious message gift-wrapped with humor.”
In addition, highlight what has
been learned, including improvements made, noteworthy efforts and achievements,
as well as areas to be strengthened.
Perhaps give out some awards.
Especially underscore where there’s been interdepartmental sharing and
synergy. Not only did systems circle the
wagons in tough times, but they interlinked, supported, fortified, and
coordinated as well.
2. Seek Team-Department
Input.
Perhaps after the town meeting (or even in preparation for the big event), do a similar “local” analysis as noted above. The more people believe they are being listened to, that their diverse “worries” and ideas are respected and considered, the more they will see themselves as not just part of the problem but also instrumental in the solution. (Of course, acknowledgement doesn’t mean agreement. And most don’t expect immediate accord. But people want to know their argument is being genuinely heard if not addressed.)
Perhaps after the town meeting (or even in preparation for the big event), do a similar “local” analysis as noted above. The more people believe they are being listened to, that their diverse “worries” and ideas are respected and considered, the more they will see themselves as not just part of the problem but also instrumental in the solution. (Of course, acknowledgement doesn’t mean agreement. And most don’t expect immediate accord. But people want to know their argument is being genuinely heard if not addressed.)
Finally,
people will begin seeing you as a meaningful change agent – an aware, effective,
and responsible individual who impacts positively mind, motivation, and morale
and is also worthy of trust.
3. Generate “TnT” Environment. Management, in particular, can do two things
to facilitate trust, especially vital in a changing, sometimes uncertain or
turbulent environment. First be transparent – Transparency and Trust are
soul sisters and brothers! As much as
possible, share openly with folks what you know and what you don’t know. Don’t fudge facts. Be clear when you are speculating. Don’t put a positive spin on a problem to
suppress angst in the short-term. That
pseudo-Yin energy will like turn around and bite you in the Yang.
Second, allow your audience or
team members to raise tough questions and even to challenge some decisions
made. Employees want leaders that can
handle intense and intimate interaction without management getting
defensive. And hold off jumping on
someone’s attitude if they are not being abusive. (A little or occasional
attitude isn't unreasonable if "streamlined" or "right-sized"
times have persisted for a good while.)
Don’t immediately handle an encounter by immediately proving why “you”
are right and “they” are wrong. Again,
at least make sure the other party believes you understand their
perspective. And if you are not sure of
an answer, say so up front. Also, let
people know of the research you will do to address the problem raised. And provide some time-line for report
back. This kind of head-heart toughness also builds your trust account
4. Make Psychological
Hardiness a Priority. Psychological
hardiness is a concept developed by Dr. Suzanne Kobasa and her research team
while studying the health of AT&T executives during the stressful breakup
of “Ma Bell.” Some execs were having a hard time physically and emotionally,
while others were coping effectively with the transitional storm. The hardiest
executives demonstrated what I call the “Four C’s of Psychological Hardiness”:
a. Commitment. The hardy execs while not crazy about all the
changes were still committed to doing really good work. They also were committed to finding work-life
balance; they were not spending long nights at work hoping they would be
rewarded for self-sacrifice.
b. Control. These effective execs understood that they
would have to let go of some real control; they did not bury themselves in
their silos, but were more open to exploring new assignments and
role-responsibility shifts.
c. Change. The most stress resilient were able to
release considerable control as they understood that “change happens.” These individuals were quicker to grieve
their loss, perceived or actual. They
were also quicker to jump into new learning curves; and did not fight being an
uncomfortable beginner. I would say
their personal mantra; I’m a learner not
a loser!
d. Conditioning. The hardiest execs engaged in regular aerobic
exercise or physical conditioning. Not
only does exercise help you stay fit, manage your weight and improve your endurance
and cardiovascular health, but it also releases mood-lifting bio-chemicals, a
good antidote to mild feelings of agitation and/or depression. Also, when everything’s up in the air--you
can’t seem to close any projects or meet elusive deadlines--structured exercise
provides a self-defined beginning and endpoint, for a tangible self of
accomplishment and control.
How about instituting a
wellness/hardiness program or competition among departments, with some team
rewards at the end of the challenge?
Closing
Follow these four
resiliency-hardiness building measures and your ship, even when hitting some
rough water, should continue to stay the course. Bon
voyage!
Mark Gorkin, the Stress Doc ™, www.stressdoc.com, acclaimed Keynote and Kickoff Speaker, Webinar Presenter, Retreat Leader and Motivational Humorist, is the author of Practice Safe Stress and The Four Faces of Anger. A former Stress & Violence Prevention consultant for the US Postal Service, "The Doc" is a Team Building and Organizational Development Consultant as well as a Critical Incident/Grief Intervention Expert for Business Health Services, a National Wellness/EAP/OD Company. Mark leads highly interactive, innovative and inspiring programs for corporations and government agencies, including the US Military, on stress and brain resiliency/burnout prevention through humor, change and conflict management, generational communication, and 3 "R" -- Responsible, Resilient & Risk-Taking -- leadership-partnership team building.
Email stressdoc@aol.com for his popular free newsletter & info on speaking programs and phone coaching sessions. And click https://vimeo.com/69053828 for the Stress Doc's wildly pioneering "Shrink Rap" video.
Stress Doc Mantra: "Think out of the box, perform outside the curve (the Bell Curve) and be out-rage-ous!"
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