Leading Through Change

It may be a few years since the crash of 2008, but that doesn’t mean layoffs are no longer a reality. Everywhere we look there are redundancies here and downsizing measures there. Organisations are always changing, and with change comes cuts.

In times of flux, it often feels most comfortable to focus on costs because they are easier to manage and have tangible outcomes. People, on the other hand, can be more channelling. Unfortunately, losing people to save costs, and making sure those left behind stay motivated, are equally important. Many employees have friends and colleagues lose their jobs, when one day they are working right next to them, the next they’re not. Not only is this traumatic for those that leave, and need to find work elsewhere, it’s equally distressing for those left behind.

Why do those left have a rough deal?

1. Although a full role for the person made redundant may no longer exist, often there are remnants of a role that those left behind need to take on board. This means employee workloads change and often increase, and those left have to prioritise differently to adapt.

2. People feel a sense of loss for their fellow employees, and for the culture, process and role changes that come with people leaving the organisation.

3. When people join an organisation, they join a group and they feel accepted and needed by that group. When they see that group can easily expel others, they feel the psychological contract (the unwritten rule of loyalty and trust made between organisation and employee when they join) is broken. This brings unease and concern for their future and puts any trust built up over the length of their time at the organisation into jeopardy.

4. When employee's friends and colleagues are let go, people fear that if others are expendable then they may be too. Of course, this is always possible in today’s working world so we can’t eliminate such fears completely. However, we can help people to know that if they do the best they can, meet, and where possible exceed, the requirements of their role, they should stay in a positive position. 

So what can we do to cushion the blow to employees we've chosen to take us forward in our business?

Well, it's quite simple; treat people as you would want to be treated and you'd be surprised how receptive they can be, even in difficult situations.

Expecting people to carry on as normal, or even exceed expectations during layoffs, due to fear of what will happen if they don’t, could be shortsighted. It is likely to thwart their creativity and their work will suffer. Of course, you could make others redundant too but think of the costs of rehire, retraining, and adapting to culture this involves. Keeping good people is always the best option.

Communicate, set them at ease, and make them feel valued.

Take those left in your team out for lunch, talk to them, reassure them their jobs are safe. Or, if their jobs are not safe, or you're unsure at this stage, reassure them that you’re working to get as much information as you can as quickly as you can. It’s not recommended to do this in big groups otherwise employees can feel like a number rather than an individual. Aim to talk to people in small groups to ensure each and every person feels a valued member of the team.

It is also a great idea to take people out of the office because it gets them away from the stress going on in the workplace and prevents discussions from feeling so formal. It allows people to be in an environment where they can see the bigger picture, and it can dispel some of the concern and worries people have.

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I recently read a quote from True Compass that I believe drives home what an organisation should be trying to achieve after downsizing: 

“The extra attention you pay those employees left behind will pay off in reduced loss in production and a more dedicated and loyal staff. You know you have reached your goal when you consistently hear your employees say, “The Company had to make a hard, but necessary decision regarding those lay offs, and now is the time we all pull together and turn this situation around.””

Employees are human, just like you and I, and humans have feelings, emotions and needs. Making sure people know you care can do wonders for their motivation, engagement in their work and the future of your business. Get everyone moving in the same direction and you'll be surprised what you can achieve.

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Of course, there are lots of ways to lead through downsizing in organisations. Over to you! What are your thoughts on managing employee morale post redundancies in teams? I'd love to hear how you've managed similar situations, or how you might manage such issues in the future. 

Why start with Why?

I recently re-watched Simon Sinek’s Ted Talk, ‘Start With Why?’. Simon's talk is one of the most popular Ted Talks of all time, according to Wikipedia it ranks 3rd in the list. This got me thinking; why is 'Start with Why' so popular? 

The Content

The talk is based on a theory Simon calls the 'golden circle'. The idea is that people are more likely to purchase your products if they are given the opportunity to understand why you do what you do, not only what you can sell them. People need to know the how you will provide something for them and what you will provide, but first they need to understand why you want to do so. 

Let's consider a hugely successful charitable event, Red Nose Day. The reason this charitable drive is so successful is that, from the outset, we are informed and given the information to help us to understand what a huge difference our donations will make. The 'why' we need to give to the charity is at the forefront. The what we need to give and how to give it is secondary. In addition, the presenters, usually comedians or popular TV hosts, are people who we already follow because they inspire us or make us laugh, so when they drive a cause we believe in that too. As Simon frequently says throughout his talk: 

"People don't buy what you do; they buy why you do it."  

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Effectively, what Simon is telling us, is the need for people to consider the importance of a sense of purpose; the why they do what they do. 

The same is true for employees in an organisation. To inspire people to act for the good of your organisation you need to help them to understand why it's important to you, to them, and to the wider world. 

The Delivery

So, Simon has a great message which people can relate to, but that's not all he has. He is also a great presenter, and this helps to keep his audience engaged throughout his talk. 

His speaker style is slow and considered, apart from when he is saying the phrase above when it feels as though he is repeating a mantra. By the end of the talk, it’s difficult to forget his message. He also provides lots of relevant and popular examples as evidence that his theory works. 

So why is 'Start with Why' so popular?

Simon brings an important topic to life in a memorable and exciting talk. He shows us through both content and delivery that engagement is not just a one trick pony. Engaging the people around you takes considered effort, with a drive to create a buzz about what you do and the added need to communicate it in a way that inspires and excites your audience.  

Listen to Your People and Save Your Business

This morning, to get a little light relief from ironing out the finer details of wedding planning, I decided to watch one of my favourite work-related shows, Undercover Boss. 

I've watched this show many times and each time I am amazed at how surprised the big boss is by their findings. So much so that it reminds me of why I started out in business on my own in the first place; my goal has always been and always will be:

'Give everyone in your organisation a voice. Only then will you get the best from your people.'

This week the focus of the show was Tower Hamlets Council and it saw the Chief Executive (CE) going undercover to work as one of the frontline workers. As the CE quoted: 

"Working undercover on the frontline you see it as it is rather than how they want you to see it. People put on a show when they know you are a more senior person."

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Council workers perform many essential services for the residents in a borough; from pest control and waste management to child protection services, from libraries and doctors surgeries to meals on wheels. However, many of these services have suffered in recent years due to budget cuts and massive strains on resources. 

Budget cuts are no new thing to local councils in the UK, and they are always fraught with dispute and despair whenever they arise. Unfortunately, they are often necessary; the real problems arise when the wrong cuts are made. 

One of the stops for the CE this week was accompanying a female care worker who'd been delivering meals on wheels to elderly patients for 33 years. She was an inspiration, showing the utmost care, respect and genuine concern for each and every patient she visited. Unfortunately, due to budget cuts, the time she spent with her elderly clients was cut dramatically to meet demand for services. 

The CE recognised that the situation visibly pained the long-standing worker, and he noted that she did her best to arrange her deliveries to spend the longest time possible with the people who needed her most. His revelation was: 

“’Meals on Wheels’ is more than just delivering a meal and walking away.” 

To address the issue, the CE asked the care worker to join a new committee he had designed to ensure the care of clients was of top priority. He told the care worker that her insight was vital to making the project a success. 

We always need budget cuts; change occurs in organisations and money is frequently required elsewhere to meet the current internal or external needs of the company - it's a fact of life. However, by making blind choices about changes required in organisations without speaking to the frontline workers first, senior leaders are bound to make incorrect decisions. 

The most important thing to recognise in any organisation is the need to understand the consequences of our actions. Yes, we are running businesses, but in many cases, we are also providing services to those who need it most. 

There are too many companies that operate without talking to the people on the shop floor. In some ways, this is helpful because it takes the emotion out of business and allows us to make strong financial decisions, but is that what business should really be about? Are we saying, as a race, we value financial gain more than the needs of our own? 

Business is more than making money; business is about people. 

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The Sign of Good Leaders

I'm not usually a fan of The Apprentice; my possibly short sighted view, based on experience over the years of watching a few episodes here and there, is that contestants often seem self centred and unwilling to learn. Last night I felt I had acted in haste.

The Apprentice is a 12-week show, with various tasks and milestones contestants must achieve over that time period. 

Just like the show, three months is about the period it takes for a new employee to learn the ropes of their new role and settle into their new surroundings. During that time the new employee ideally develops into a person who understands their role, their team and the organisation as a whole. Why would The Apprentice be any different? 

Watching the development of the winner and runner up showed me they had learned from their mistakes, were prepared to admit when they made mistakes, and had the realisation of the importance of having and managing a good team. The final two presented as well rounded, self aware, still as driven as ever, but people open to learning and giving the best they can. The signs of the great leaders Sir Alan was aiming to create. 

I was inspired by the winners and I'll certainly look out for what they do next. I'm a convert. Bring on the next series.