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hard times

7 Habits for Hard Times

A recently appointed manager told me that four of the 12 people that reported to her were due to leave the organisation in the coming months.  Of the eight that remained 7 were considering whether or not to re-locate to a new office as a result of a re-structure of the business and the closing of a number of offices.  The twelfth member of the team thought they should have got the job given to her.  Tough gig!

In the current economic conditions managers really do need to earn their money.  Many businesses are finding conditions tough and at best have to change the way things are organised to continue to stay competitive.  At worst businesses have to lose people, some of whom are long serving, highly skilled and knowledgeable.

It is unsurprising if morale is low in such circumstances, with all the accompanying symptoms it brings: high absenteeism, reduced productivity and poor relationships between mangers and staff.

What advice and support should HR and Training teams provide their organisation's managers to help them cope?  I have listed below what I have seen successful managers do over the years when times are hard.

7 Habits for Hard Times

1. Look at yourself... closely.  Whatever the situation the manager must at all times remain positive.  There are few more demoralising sights for the team than their manager looking like they are carrying the world on their shoulders - even if they are. 
   This can be the most exhausting aspect of managing.  Managers can really benefit from having some coaching / mentoring support every couple of months to help maintain focus and energy and a positive mental attitude.
2. Stay close to your team and encourage your team to stay close to each other.  It can be easy to disengage, but the key is to engage more with your people.  Managers need to plan time to find out how everyone is feeling.  One-to-one sessions take on a whole new importance.
   In a downturn there is a need for managers to manage the emotions that are present.  Developing listening skills is very important.  It may not always be possible to change a situation but listening will help to show that the manager cares and maintain the quality of the relationship they have with their team.  It is also important for the manager to encourage the team to support each other.
3. Be clear about goals.  When morale is low the challenge is to keep focused.  Setting clear goals allows people to focus and what they can control and effect.  This can help prevent them focusing on issues they have little of now control over, which is often a source of worry and stress.
4. Provide feedback.  Not only does this matter, manager often find it matters more - even for those who may not be with the business for the long term.  While people are in the business it is essential that they recognise what is expected of them, and that their contribution will be recognised and valued.  In this way managers can be more confident of being able to rely on people right up to the point they leave the organisation.
5. Communicate clearly, quickly and openly.  You may have come across FUD - fear, uncertainty and doubt being used my marketing people.  I think it is also very relevant in the conditions we currently face.  People throughout the organisation are fearful for themselves, and for others as well of course, many of whom a close friends.  Uncertainty and doubt fuel this fear.  Managers have a key role to play in finding out as much information as they can, understanding what it means and then being able to explain it and help to decide what action can be taken.
6. Embrace learning and innovation.  For some this is not an obvious focus when everyone is concerned about the here and now, and in some cases just surviving.  However, encouraging learning and innovation is forward looking and highly motivational which in itself will improve morale.  It will also focus resource in looking at ways that the organisation can work more effectively and efficiently.  When things are tough the business wants to find ways of doing things faster, cheaper and better.
7. Be action focused.  When times are hard those that survive best are those that are taking action, not those that are thinking and pontificating.  Focus on what needs to be done and what can be done and then get on and do it.

It is important to hold a vision in a downturn.  As good a vision as any is that many organisations will emerge stronger than before.  My 30 years in business tells me that the most likely organisations to do so are those whose managers have the support and capability to drive through and out of hard times!

Good luck

Chris Halward

Chris Halward is a director of True North (GB) Limited (www.truenorthgb.com ) a training and coaching business.  He is also Programmes Director for NOA Pathway the National Outsourcing Association's professional development arm which True North provide to the NOA as an outsource provider.

He can be contacted on 0845 130 5500, or at chrish@truenorthgb.com

True North has been delivering training programmes to thousands of trainees for over 10 years.  The True North training style is based on non-directive coaching techniques that result in highly engaging, learner focused sessions and real change in work place behaviours.