THE SITUATION: When an organization is going through major traumatic change (e.g. a merger, downsizing, fundamental restructuring, etc.) there is always a predictable and significant drop in productivity, energy, creativity and commitment. Revitalization efforts are required to re-energize, re-focus and re-commit the workforce.
RECOMMENDATIONS:
1. Re-vitalize the work environment by requiring all managers/supervisors to
follow these "Do's & Don'ts" of communication during the transition:
- Do take care of "me" issues quickly, answer: "How will this effect me?"
- Do have regular meetings, even if nothing new to announce.
- Do be specific (not vague) and candid (not guarded).
- Do have regular face-to-face contact to share "where we're going".
- Don't make promises they can't keep.
- Don't lecture people on maintaining a positive attitude.
- Don't blame senior management for all the ills.
- Don't get defensive when anger is directed at them
- Don't become inaccessible.
- Don't become cynical themselves.
a. Re-recruit their good people by telling them they value them and why.
b. Be more available than usual and be sure to support their efforts to
maintain good customer service through the transition.
(Remember: employee opinion of the workplace directly links to
customer satisfaction, and employee opinion is most strongly
influenced by management.)
c. Establish clear priorities and give clear-cut directions.
d. Promise change. "The only thing we can be sure of right now is that
there will be change but our mission stays the same."
2. Provide regular formal and informal communications that answer these key questions:
a. How is this important to what I do?
b. What do you want me to do differently?
c. How will I be measured and what are the consequences?
d. What tools and support do I get to make this change?
e. What's in it for me? Us?
3. Conduct facilitated "Transition Strategy Meetings" for units with significant people and strategy changes to help them become effective quickly.