Do you manage a team of people? Have you picked up on some of the changes in behaviour in your team over the last year? Rachel Stone, who leads Smith & Williamson's People Management team, reflects on some of the people issues facing managers in such demanding times.
Improving staff morale during difficult times can be challenging. We look at ways in which you can reassure staff without breaking the bank.
Thirst For Communication And Information
When the economy tightens, staff want instant information on how this affects them and the organisation they work in. Perhaps you have noticed an increase in questions about corporate performance, budgets and the management team's response to harsher times. This is a great opportunity to share important information and to gain the whole team's buy-in.
Head In The Sand
For some staff it is all too much. They revert to the core activities of their jobs, paying less attention to team needs and trying to create a sense of control over their day-to-day working life. Spending time one-on-one with each team member allows them to talk about their concerns and gives you the chance to make sure that they are focusing on the right things.
Money Misers
Money is tight, right? For some staff, this is the moment to re-use the teabags and ration the toilet roll. Make sure that your team aren't saving money in the wrong places – reducing customer or staff morale and effectiveness by cutting back in the wrong areas. Helping staff to understand the costs of your part of the organisation and giving them a remit for effectiveness rather than cost savings can help to avoid a reduction in service levels to your customers. Austerity living may be in vogue, but customers expect a high standard of response, regardless of your budget.
Dad's Army
Remember Corporal Jones and Private Fraser? Between them, their messages of "Don't panic" and "We're all doomed" served to un-nerve their colleagues at moments of pressure. If you have colleagues, particularly at senior level, who tend to automatically focus on the negatives, agree with them that their input is valuable, but that the team needs to agree constructive messages for staff that everyone adheres to. If your senior team presents a united and positive front, staff will have confidence in the decisions the team makes.
And Finally...
Don't forget that your behaviour may have changed as well. Review your own daily actions and attitudes to see if you are unconsciously giving your team the wrong messages about their ability to survive and thrive. If you lead a team of people, your stance on the key issues of the day will inform their views, so think, reflect and adapt to best support your team through a difficult year.
The content of this article is intended to provide a general guide to the subject matter. Specialist advice should be sought about your specific circumstances.
