As the parade of corporate scandals increasingly lengthens, and the numbers
on the sidelines waving bye to their stock options, 401Ks, savings and
livelihoods increases, let's try a positive spin. Perhaps these CEOs were
motivated less by criminal greed and more for the common good. It's well known
that Americans have a decided problem with obesity. Despite all the downsizing
and consolidating, rightsizing and frightsizing of the past and present, maybe
the troops were still not sufficiently "lean-and-mean." Well Enron and Arthur,
World.com and Martha…thank you. With our wallets shrunk, if not our waistlines,
I believe many of us now are finally "lean-and-MEAN."
And whatever the economic context for this corporate crisis -- whether
dimensions global or criminal, irrational exuberance of investors or plain
mismanagement of decision-makers -- simply ranting about corporate execs as a
solution only goes so far. (Though let's not minimize the pleasure and, at
least, short-term stress relief from skewering criminally greedy, arrogant and
hyperinflated egos.) Whether involved in a merger or reduction in force we still
have employees and the organization as a whole in serious need of assistance
during this turbulent transition. So strategies and steps for reorganizational
survival are critical if productivity, coordination and morale are to eventually
rebound. And one of the most important survival structures for repairing the
doubt and disconnect between individual and organization, between employees and
management is the work team.
Part I of this series will focus on five systemic and individual survival
elements. While more oversight in the corporate boardroom is needed, for
example, some advocate making sure the CEO is not the Chairman of the Board, and
that the latter have genuine scrutiny over the former, Part II focuses more on
the relationship between top management, supervisors and employees. The article
lists five strategies that illuminate how the team can become the nucleus for
grieving and healing and the rebuilding of trust by: a) recognizing the loss of
key personnel and integrating new team players, practices, emotional processing,
etc., b) developing a more inclusive team decision-making process, c)
coordinating new or modified working relationships in teams and departments and
d) and interconnecting departments and divisions throughout the organization so
all have a better sense of and commitment to the newly evolving big picture.
System-Element Survival Strategies
Let's begin with five macro-micro problem setting and strategies; some begin
in anticipation (or in denial) of an impending restructuring:
1. Recognizing Reorganizational Uncertainty. With an organizational climate
of mistrust, it may be difficult for all the worker munchkins and low- and
mid-level managers at OZ Corp. to know what degree of control the highest execs,
like the Wizard, actually have and what's just reorganizational smoke and
mirrors. Based on consulting experience, I'm aware of so many external factors,
for example, Congress for federal agencies, IT meltdowns and the loss of the tax
revenue base for state governments, or globalization issues for corporations,
etc., that cloud the reorganizational picture of who's the real captain of the
company ship when navigating such turbulent waters.
In this amorphous, uncertain and doubting environment, some employees don't
want to focus on precarious possibilities; they shut down critical thinking or,
even, push themselves to exhaustion. They work harder and harder to prove their
"essential" status. Others, feeling like "pawns" try to battle their anxiety and
sense of helplessness while establishing some control by cranking up the old
mill. Not surprisingly, in this shadowy climate, with the fear of losing jobs or
work hours, the rumor mill often goes into overtime.
Those at the top often make two mistakes, one an error of omission, the other
of commission. First, management often does not institute workshops on loss and
change that would formally allow employees and supervisors to vent about and
better grapple with current conditions. The second error, though not always
pre-meditated, is passing along information not grounded in first-hand
observation or fact. While this sharing is meant to be reassuring (not simply
for defusing anger toward management; let's not be cynical) or at least to help
other's see the glass as half empty and half full, such information only fuels
rumor-mongering. This is akin to a visually ambiguous projection test triggering
multiple interpretations by viewers. Also, some staff may think that by sharing
such fanciful information, management takes employees for fools.
What is clear is that these mistakes and missed opportunities can ravage
long-term trust and loyalty. When it comes to transmission, better for key
decision-makers and information gatekeepers to share less but more substantive
data. This directive holds even if the only honest and affirmative statement is,
"At this time, I don't know what's going on or what this really means." Truth in
reorganizing should not be as dubious as truth in advertising!
2. Being Down and (Breaking) Out. In the early '90s restructuring rumors were
flying at the US Postal Service, especially at headquarters and nearby
facilities in the Metro-DC area. Still the prevailing attitude was: "We are
always going through changes (in operation. No big deal." Alas, what was not
foreseen was that Carvin Marvin Runyon was brought in wielding a decidedly
"cutting edge" Postmaster General axe. Nationwide, within a year, troop size was
reduced by 50,000.
Two categories of employees seemed to survive best the tumultuous transition:
a) the kick-started entrepreneur. I recall one employee declaring he could no
longer put all his financial and career security eggs in the postal basket. He
had been contemplating starting his own seafood business for years, while doing
nothing tangible. Now he was definitely pissed and, perhaps, soon to be RIFfed
Off (RIF = Reduction In Force). While not planning to leave the USPS presently,
the downsizing was a "kick in the butt" to disprove that his entrepreneurial
vision was not just a hallucination.
b) the back to schooler. Another group of folks who saw the opportunity in
problems rather than a problem of reduced opportunity were those who decided to
go outside for schooling or for additional in-house training. These steps would
make them more marketable, provide more flexibility for landing on their feet
when the downsizing dust settled…whether inside or out of the Postal Service.
(As an aside, while writing the first draft of this article at Teaism, my tea
house sanctuary, a fellow at the next table mentioned that in a company
downsizing, one person wrangled a leave of absence to work on a novel. In
general, I wouldn't count on this option.)
3. Setting Boundaries. For the Defense Intelligence Agency (DIA), already
beset by multiple downsizings in the last few years, post-9/11 has meant you "do
even more with less." During a recent Practice Safe Stress Program with the DIA,
I was emphasizing the importance of "N & N" - the ability to say "NO" and to
"Negotiate" - in light of how "burnout is less a sign of failure and more that
we give ourselves away." A mature woman interrupts, challenging my philosophy:
"My boss doesn't want to discuss priorities and time factors; he just wants it
when he wants it!" The woman briefly listed various ways she's tried to reason
with or please her supervisor…without success.
Intently outlining the burnout stages, I was taken aback by her mid-stage
declaration. Suddenly, out of the murmuring void, a voice of clarity. A woman,
perhaps in her 50s, with years at the agency, said, "I used to have this
problem, trying to please my boss; staying till seven or eight almost every
night. Eventually, I started getting sick." This wakeup call led to: a) pushing
aside her reservations about standing up to authority and b) a serious "N & N"
with her supervisor. The result: more control of her work schedule, less stress
and improved health, not to mention greater confidence and self-esteem. I
affirmed the survival wisdom. The extra-ordinary (occasionally staying till
eight or coming in on a weekend, unless you choose to do so more frequently)
must not become the ordinary (or routinely expected).
4. Seeking Outside Help. If that problematic boss won't listen to reason,
think outside the one-on-one or department box:
a) EAP as Employee Ally. Talk to an Employee Assistance Program counselor or
seek private counseling or coaching. The EAP option has several advantages: 1)
with your permission, an EAP counselor can speak to your supervisor. This
counselor can also facilitate conflict mediation between the antagonistic
parties, 2) if discovering that you are not the only disaffected team member,
the counselor can suggest a team meeting with the supervisor, with or without an
EAP presence. (Several employees from a team or department using EAP services
will eventually get management's attention, especially when going on company
time.) If the level of trust and degree of openness between employees and a
supervisor is compromised, outside facilitation is needed.
b) Call on OD Consultant. Sometimes Human Resources or, even, the EAP (often
for confidentiality reasons) will recommend an outside consultant/facilitator.
Another consideration is having an "objective" third party with no employment
ties to the organization, that is, not simply a (perceived) management
mouthpiece. Separate identity and sense of integrity are vital in this
intervention role. (The Stress Doc is tested, rested and ready to roll. His
motto: "Have Stress? Will Travel: A Smart Mouth for Hire!")
c) EAP/Consultant as Supervisor Ally. Finally, supervisors need to use the EAP not simply as a referral option for troubled or troublesome individuals. The
best supervisors are those who seek out the EAP Counselor (or an EAP- or
HR-referred consultant) for approaches in handling a difficult employee or
complex team issue. The worst response by a supervisor is denying or downplaying
the adverse effects of a slacker on his or her colleagues. Simply encouraging or
expecting others to ignore a "stress carrier" heightens team members' anger and
anxiety. ("Will this carrier explode or implode? Will I be hurt by the fallout?"
Will a borderline employee have the chance to pull a knife on a new supervisor
partly because the supervisor's boss downplayed the violence potential of the
employee?) Now both dysfunctional employee and dysfunctional supervisor become a
tumor, inevitably eroding morale and productivity of the unit.
5. Following the Way of the Acronyms. Consider these two acronyms to bolster
survival capacity during these trying transitional times:
a) Balancing The Triple "A". To affirm an employee's sense of professionalism
and sense of responsibility, blend "The Triple 'A': Authority, Autonomy and
Accountability." Management must recognize and support an employee's utilization
of skills and knowledge, and the desire to have input in relevant
decision-making ("Authority"). Workers also want some control of their turf,
time frames, tools and operating procedures ("Autonomy"). At the same time,
employees must accept the objective and timely review of their work performance.
Alas, with all the "Accountability" scandals at the top, I wonder if employees,
in noticeable numbers, will start challenging a manager's right to
one-dimensionally grade their work quality and quantity.
b) Investing in Organizational IRAs. When people are chronically doing more
with less, don't assume they will be (or should be) grateful just having a job
in a tight economy. A management team that's concerned about motivation and
loyalty or, at least, about the longevity of workplace survivors, makes sure
people can earn those IRAs: Incentives, Recognition & Rewards and Advancement
Opportunities, including opportunity for needed and desired training.
Part I has identified five macro-micro, organizational-individual strategies
and structures for broadly managing the shock and subsequent fallout of a
disruptive reorganization. These are: 1) Accepting Reorganizational Uncertainty,
2) Being Down and (Breaking) Out, 3) Setting Boundaries, 4) Seeking Outside Help
and 5) Following the Way of the Acronyms. Part II will enumerate five specific
team interventions for rebuilding and bonding within the team or departments and
for subsystems across the organization as a whole. Hopefully, Parts I and II
will heal wounds and regenerate individual, team and organizational energy and
spirit while enabling all to…Practice Safe Stress!
Mark Gorkin, LICSW, "The Stress Doc" ™, an international
speaker and syndicated writer, is America Online's "Online Psychohumorist" ™ The
Doc runs his weekly "Shrink Rap and Group Chat" on AOL/Digital City DC Stress
Chat . Visit his web site at
www.stressdoc.com. For more info on the Doc's "Practice Safe Stress"
programs, email stressdoc@aol.com or call
202-232-8662.
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