Employees are scared right now, because many are not sure if they will have a job next month. This fear keeps them from leading their company to prosperity. They are too worried about what might happen instead of being focused on the wonderful possibilities that lay before them.
My friend Sarah’s company made sweeping changes without letting the employees know why they were made. One day they stopped stocking paper cups. She went to the kitchen to grab a cup and it was empty. She doesn’t drink coffee that often, so she was unaware that the cup supply had been dwindling. She searched every drawer, hole and corner for something to hold the caffeinated energy boost – nothing.
Now we have an upset employee who was already in a grumpy mood, so now she’s wondering why she works for a company that can’t stock cups for their employees.
This can lead to complaining and a decline in morale.
If only Sarah knew that her company was cutting costs in order to help the employees. They were trying to cut back so they wouldn’t have to lay anyone off. She actually found this out a week later.
Just imagine how many other employees were mad because of the cup situation. Also imagine how many employees were probably upset as a result of other cost cutting measures.
The signals a company sends to employees are important, and they can be misconstrued if the company fails to communicate properly. Most companies can influence the way employees view certain decisions by communicating the reason behind their choices.
Stomp the Fear
Communication is the antidote to fear. It is also the best way to encourage creativity. We’ll talk about this in a little bit.
People want to know the “why” behind the decisions. We feel more comfortable when we understand things because we are curious beings.
Business has become obsessed with planning. In a good way. We want to know how to motivate people to buy a certain item, for instance. Although we can never get an exact answers, the more we measure the better we get at assessing the success.
To stomp the fear running rampant in tough times, we need to be transparent about company decisions. A plan for open communication must be put in place. This takes guts because the leaders of an organization may expose themselves to ridicule if they don’t make decisions for the benefit of everyone. On the other hand, if they are making quality choices then the employees will trust these decisions and find ways to support their leaders.
The lifeblood of a happy employee is creativity – this enables them to make customers happy, co-workers happy and themselves happy.
When an employee understands the changing rules, they can function within the new guidelines to optimize their work.
Sarah told me that when she found out why the company was getting rid of paper cups, she went home and brought in all the mugs she was going to give to Goodwill. She set up the 9 mugs, in the break room, wrote out a note to her fellow co-workers and placed it next to the mugs.
The mugs were gone by lunch.
Sarah took the extra effort to be a little creative and now she is feeling good for doing a positive deed. Her colleagues also feel good because they a co-worker who cares. A few of them sent her thank you emails.
If the company would have simply sent out an email explaining why they were making certain decisions, they could have avoided a lot of complaining.
Complaining spreads negativity.
Negativity is a morale killer. So the lesson we can all learn from Sarah’s story is the importance of communicating changes before they go into effect, because then we can ask the employees if they have any solutions. Engaging the employees to think creatively will encourage the organization to adapt.
Has your company made any changes/cutbacks? Were they upfront about the reasons for the change? How do you think they could have handled it better?
Can't get enough of Communicatrix. Her blog gives me insights into the human psyche. I also love the way she writes, such flair and panache.
Twitter is also a great way to keep up with your work happiness - @workhappynow.
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