It's the Distraction, Stupid

It is obvious that this is a time of uncertainty, for the economy, our jobs, even our way of life. With over 2.6 million workers laid off in the past year, employees around the country are looking over their shoulders to see if they will be the next one to get a pink slip. And, leaders who have been doing the laying off while trying to keep their businesses going, don’t know what to expect next, or when the downward spiral will end.

In times like these, leaders often don’t know what to say because they can’t draw a neat picture of what employees should expect. So, they often don’t say enough, or they say nothing at all.

The silence is deafening. And costly.

Without a clear understanding of where their organizations are headed, employees are prone to distraction and demoralization. These cause a slowdown in productivity, called "presenteeism," that can cost an organization up to 20% of workplace productivity.

When employees are distracted and demoralized, often their front-line managers are, too. These managers aren't any more privy to leadership thinking than their staff, so they feel powerless.

Issues that leaders must grapple with, and discuss with their managers and employees, include:

• Timing of additional possible reductions in force, and restructuring - Even honestly communicating that they don't have an answer but can promise candor and transparency about the process, can greatly improve morale.
• Awareness of changes in formal and informal roles - In addition to their jobs, employees play informal roles like culture ambassadors, champions, and technicians. Lay-offs result in losses of both types of roles, and leaders need to find ways to refill them in a reduced workforce.
• Clarification of organizational priorities, which often change in challenging economic times - Priorities like innovation, diversity and talent development may or may not have the same value they had before, and without effective leadership communication, employees often don't know where to focus their energies.

To get people back on track, leaders must have the courage to address these questions and fears head on. Candid heart-felt language that invites dialogue and contribution to solutions will create reengagement and reinvigorate productivity.

How do you think leaders can get their people reengaged and reinvigorated?