Being flexible and prepared for the changes that are a part of this new economy is a real challenge for the organization, especially if management can’t lead the process. The skill level and flexibility of the C-level group will determine how well the company handles future growth or future declines.
Many of today’s leaders had their learning period in a growing economy, and the pains of layoffs and decreased business are new to them. So how does a leader keep everyone tuned in and prepared for what comes next? An article in the Society for Human Resource Management, “Studies Highlight Recession’s Impact On Employee Relations” summarized some of the issues employees have in their interactions with management. At a time when the recession is affecting all, management stress levels are high, and executives aren’t anxious to deal with employee emotional issues. In part this may be because they are uncomfortable with the changes being made and so avoid discussing them. This is the time, however, when employees need a lot of feedback and information as to the company’s plans and problems.
Not really news, but most employees (50-60% according to the SHRM article) feel that the feedback they get, good or bad, from their supervisors is too vague to be useful, and therefore isn’t effective in managing the workforce. Giving clear information on performance takes thought and effort in a time where management may be stretched thin – but it is really important for success. Examples of the good or bad performance need to be part of the dialogue, as well as information on current company performance and future plans. In one well-managed tech company the CEO printed out the financial summary for the month and shared it with staff and management.
How can leadership develop better techniques for communicating with the rest of the company? First, think about what they would want from an interaction with their bosses. Focus on how to get the facts out in a reassuring but effective manner. “Highly effective communicators measure to see exactly what they are accomplishing at each step,” said John Finney, senior communication consultant for Watson Wyatt, in a statement. “Communication does not exist in a vacuum—it always serves a larger business purpose. The best-performing companies plan communication strategically, like any other business area.”
With all that said, the SHRM article found that most employees (9 out of 10) believed their company was going in the right direction, and were very loyal to their employer. However, once businesses starts to expand again and present more employment opportunities, that may change. This is why building a strong communication system within the company is key- now!
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