Managing People on a Sinking Ship

Sinking Ship

As the continued bad news from Blackberry reminds us, no company’s future is secure. When your business is facing declining sales, a potential buy-out, or even certain closure, how do you manage people who are likely panicking about their future? Can you keep your team’s motivation and productivity up? The short answer is yes: Even when it’s clear that a company’s in trouble, there are ways to help team members stay focused, deliver results, and weather the storm.

What the Experts Say
In a crisis, you may think you need a whole new set of management approaches. But don’t throw out your Management 101 book quite yet. Kim Cameron, a professor at Michigan’s Stephen M. Ross School of Business and author of Positive Leadership: Strategies for Extraordinary Performance, has studied organizations that are downsizing or closing and he says that, instead of abandoning best common practices, the most skilled leaders reinforce them. “Good management is good management. Treating people well, helping them flourish, and unlocking potential are all good practices regardless of the environmental circumstances,” he says. Amy Edmondson, a professor at Harvard Business School and author of “Strategies for Learning from Failure,” says that of course it’s not easy to “keep people enthused, engaged, and working hard when they know the company may not be around.” But it’s not impossible either. Here are six principles to follow when your organization starts to feel like a sinking ship.

Look for opportunities to turn things around
Sometimes it’s clear that the end is near. Your manufacturing plant is slated to close. A larger company has bought your business unit. But in other situations, there may be a glimmer of hope. “There is often a short window of opportunity to do something differently,” Edmondson says. If there’s a chance of saving the company, focus your team on doing two things. First, seek input from customer-facing employees. Their front-line perspective could provide valuable insight into how your company needs to change. Second, do small experiments with alternative business models. Edmondson suggests you ask, “What kinds of products and services would customers welcome that we don’t offer?” The goal is to alter the organization’s course away from the one that got you into this mess.

Give your team a larger purpose
To keep people focused, give them something to work toward. “Identify a profound purpose that is more important than the individual benefit,” says Cameron. People want to believe their work matters in any situation. This can be tough when the company’s success is no longer the goal but you might select something that employees value personally — leaving a legacy or proving critics wrong. Cameron studied the manager leading a GM plant that was going to close in two years. To inspire employees who knew the end of their time with GM was near, he told them to do their very best so that senior leaders would be sorry when closing day came.

Provide reasonable incentives
Find ways to reward good work. After all, if the company is failing and employees are going to collect a paycheck anyway, why wouldn’t they spend their last three months on Facebook? “It’s the leader’s job to answer the question: What’s in it for me?” says Edmondson. Make clear what they will get if they do their best in this trying time. Will they learn a skill that will help them find their next job? Will the acquiring company be keeping some staff? How will the experience help them grow professionally? “If you can’t find a way to truthfully explain why they should help you get the job done, you’re out of luck,” says Edmondson.

Show people they matter as individuals
Don’t just offer the same things to everyone, however. People want to still be seen as individuals. Tailor your message and the incentives to specific team members. Whenever possible, give them personal attention and care. When news of the crisis hits, meet with your employees one-on-one. Cameron suggests you say something like, “We want you to flourish and will do our best to take care of you even though we may not be here in the future.” Find out what matters most to them and do your best to meet those needs. There may be some people who can’t handle the uncertainty; in those cases, do what you can to help them find a position at another company.

Be honest and authentic — always
Both Cameron and Edmondson are adamant that being transparent is crucial in these circumstances. “Whatever you know, share it with your employees,” says Cameron. Edmondson agrees: “Be as honest as you possibly can.” Don’t try to protect people from the truth or ignore what’s happening. “You can’t not talk about reality,” says Edmondson. And don’t say anything you don’t mean. In tough situations like these, people are on high alert for lies and inauthentic messages.

Don’t ignore emotions
People are going to be upset, afraid, and angry. Don’t pretend that these feelings don’t exist. Instead, make room for them. “You don’t want to dismiss emotions. It only drives them underground and makes them more deeply felt. It’s important to acknowledge feelings, especially negative ones,” says Edmondson. Tell people that you’re available to talk whenever they want. Encourage people to get together without you so that they can say things they might not want to express in front of a boss. “The best practices I’ve seen are lots of huddles — people getting together and just having conversations about what’s going on,” says Cameron. Don’t play the role of psychologist though. If people need more specialized support to deal with what’s going on, refer them to outside help, such as trained outplacement counselors.

Principles to Remember

Do:
– Focus people on a meaningful goal
– Be 100% honest about what you know — share any information you can
– Encourage your team to get together without you to talk about what’s happening

Don’t:
– Expect that people will perform if you’re only giving them a paycheck — give them more meaningful incentives such as professional growth
– Treat people the same — remember they’re individuals with different needs and goals
– Pretend that something bad isn’t happening — be transparent and welcome expressions of emotion

– by Amy Gallo

Originally at http://blogs.hbr.org/2013/11/managing-people-on-a-sinking-ship/

Airavata
SM

Fri 29 Nov 13

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Real Men Go to Sleep


Sleep

The two largest time commitments for most adults on this planet — sleep and work — too often make uneasy bedfellows. The proliferation of nonstandard work schedules and, for many, the outright abandonment of schedules have made traditional daytime-weekday patterns less common. Approximately one in five American workers now functions under some variety of nonstandard schedule. Meanwhile, about half of the nation’s night-shift workers sleep six hours or less per day. The demands of other unconventional arrangements, such as multiple job-holding and independent contracting, have also contributed to the sleep deprivation that plagues much of the workforce.

Add it all up and roughly thirty percent of working Americans survive on less than six hours of unconscious rest a day. They exist on the groggy side of a sleep divide, at an uncomfortable and unhealthful distance from the relatively well-rested majority of employees. Lost sleep impairs decision-making capability, undercuts productivity, and contributes to expensive adverse health effects, including elevated risks of cardiovascular and gastrointestinal conditions.

Unfortunately, a deeply embedded American cultural tradition dismisses sleep as a waste of time. At least since General Electric founder Thomas Edison declared sleep “an absurdity, a bad habit” a century ago, many successful business leaders have promoted a virtual cult of overextended wakefulness, often amplified by considerable media attention to their behavior and commentary. From the Wall Street dynamos monitoring and mastering global financial markets at all hours of the day and night to the NFL coaches living all season in their offices, a sizable contingent of self-disciplined professionals in positions of authority continue to perpetuate unhealthful patterns by pushing themselves and others under their control to turn work into a restless marathon.

The primary message — sometimes implicit, often boastfully announced — is that extended sleeplessness represents a form of masculine strength, leaving those taking a moderate amount of rest as effeminate weaklings destined to lose out in fierce marketplace competition. As one corporate executive put it not long ago, “Sleep is for sissies.” Senior partners in high-powered law firms ask striving young associates preparing for a big case whether they would rather sleep or win.

This dangerous attitude has come under mounting criticism. Journalist Edward Helmore captured the shifting climate of opinion at the dawn of the new millennium, dismissing Donald Trump (perhaps too hastily) as “the last cheerleader of sleeplessness” and presenting as a substitute role model Albert Einstein, who dozed ten hours a day. An abundance of scientific findings, many from research sponsored by the military and NASA, has led many executives to abandon the quest to minimize sleep unreasonably. Some prominent figures, like Amazon’s Jeff Bezos, openly embrace and advocate a moderate alternative. Moreover, the growing ranks of proponents of work-life balance have tied male champions of heroic wakefulness to outmoded standards that took little or no account of time-consuming domestic duties.

The heartening result is that there is a growing appreciation of the value of sleep-promoting policies and practices within the business community. Arianna Huffington is a role model in this regard. Beyond raising the visibility of the problems stemming from chronic sleep deprivation and shaping the public conversation about it, she has instituted practical reforms in her own company. The state-of-the-art nap rooms at the New York offices of the Huffington Post allow employees a productivity-enhancing respite. Other major employers permitting and even encouraging napping on their premises include Nike, Google, and Time Warner.

Other commonplace efforts at workplace health promotion promise to pay dividends for sleep health, even as they rein in health benefit expenditures. Obstructive sleep apnea has reached epidemic proportions, sending countless men and women to work in an unrested or underrested state. Obesity sits at the top of the list of risk factors for this sleep-wrecking disorder. Human resource managers and other managerial decision makers have seized on their numerous opportunities to intervene to promote employee weight loss. Provision of either onsite fitness facilities or subsidies for membership in offsite fitness centers is a well-established benefit at many companies. Many worksite vending machines now stock more healthful offerings than the fattening fare that has long predominated. Wider recognition of the link between excess body weight and sleep disruption should help to diffuse further these health-promotion initiatives.

There is another major change, however, that more companies should be making – and that to depends mostly on their resolve. Rearrangement of work schedules virtually always lies within the realm of management prerogative. Some enlightened employers have retreated from use of the most physiologically unnatural schedules, such as rapidly rotating shifts. Some have granted varieties of flexible working time that give the employee considerable discretion in finding sufficient time to sleep. More radical possibilities might extend to reassessing more fully the real costs of graveyard shifts and other nonstandard schedules.

That firms would curtail or eliminate sleep-disrupting work schedules is admittedly an improbable move – it would certainly go against the grain in our nonstop 24/7 world. But such measures would aid significantly in bridging the growing sleep divide in working America.

– by Alan Derickson

Originally at http://blogs.hbr.org/2013/11/real-men-go-to-sleep/

Airavata

SM

Fri 15 Nov 13