Leadership Tip #10: Enable leadership to guide people through the change

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In times of economic crisis, leaders play a central role in retaining and motivating the remaining talent within the organization. Individuals’ thirst for information during times of great uncertainty requires that leaders step up and take a proactive role in addressing workforce concerns while simultaneously tending to the demands of the external market. Yet, a recent study by the public relations firm Weber Shandwick indicates that 54 percent of American workers say they have received no information from their employers about the difficulties in the economy, while 71 percent say they want to hear more from leaders about this topic. (Weisman, Robert. “For Employers, a Quandary: Speak of Woes or Wait?” The Boston Globe. November 15, 2008.) Successful organizations recognize that, to retain the talent needed to weather the situation, leaders must be:

• Visible – In the absence of information, individuals will quickly fill the vacuum with speculation and rumor. Effective leaders take the time to keep their employees aware of the latest developments that affect them and their teams. This includes not only face-to-face meetings, but also sharing information with individuals whom leaders may have responsibility for, but do not see on a regular basis.
  
  
• Engaging – Not only do successful leaders share information, they find ways of involving employees as part of the change process. They provide opportunities for individuals to vent their concerns, offer suggestions for improvements and channel energies away from the inevitable distractions that occur during times of personal and organizational challenge.


• Values-driven – Leaders treat all individuals, even those who are losing their jobs, in a respectful manner that reflects the company’s espoused values. In today’s world of social networking technologies and Internet bulletin boards, a firm’s reputation can be significantly damaged in a moment. For example, stories of companies that notified employees of their dismissal by e-mail or text message continue to be retold even years after the events. If firms hope to hold onto and motivate their remaining valued employees, and be perceived as a desired employer during future growth periods, they need to be mindful of how their actions are perceived by a range of internal and external stakeholders.
  

Today’s economic slowdown can serve as a catalyst for organizations to take a more strategic workforce perspective. It can create the impetus for organizations to take a more intelligent, fact-based approach to understanding their current and future talent needs and requirements. It can provide companies with the opportunity to fill needed gaps through targeted hiring from distressed competitors and selected skill development. Most importantly, it can drive the mandate for overall workforce transformation – a rethinking of the work that must be done, the manner in which individuals accomplish the work and the role senior executives need to play in helping the organization through difficult times.