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August 4, 2010

We have done work extensively in the public sector over the last few years although I do not think we will be doing much over the next two.

One of the biggest challenges will be asking managers whose jobs are at risk to lead teams who also face uncertainty, all in a climate where clear cut decisions about stay or go will be made more difficult in many organisations because the public sector finds redundancy deals prohibitively expensive.

It is going to be painful, slow and messy.  We have learned a few lessons with our clients about managing this kind of process over the last few years.  10 tips that may be helpful are:

  1. People need to understand that they have to take control over their lives.  No one will rescue them.  They need help in putting plans together that increase their sense of control
  2. Support people by helping them through key career decisions, revitalising their CVs and interviewing skills (use outplacement specialists not managers)
  3. Build networks so people can help each other
  4. Equip managers with simple models to help them understand how people (themselves included) go through change
  5. Collect numerous stories about practical things other teams do to manage change from job hunting through to marking endings to cutting red tape and developing each other’s skills
  6. Create opportunities to vent about how they are feeling
  7. Create video diaries from colleagues who have been through difficult change explaining the lessons they think they learned looking back, and what they would do differently
  8. Increase leadership visibility but be sensible about it; don’t overdo it but don’t duck the difficult questions – be seen to take them on even if the answers are not there
  9. Explain how the process works and be prepared to explore it in detail – do not be unprepared for these questions
  10. Keep reminding people of the reasons for the changes

Mike Pounsford

 

July 14, 2010

Internal communications after a crisis

During a recent conversation with an old friend who used to work at BP I was struck by something he said about the oil spill in the Gulf of Mexico.

“The people I feel really sorry for are the employees.  I can imagine how they are feeling – they will be devastated and right in the front line of public anger and outrage.”

I had not thought about this before.  With news pictures of struggling birds, ruined coastlines and destroyed businesses, you tend not to focus on the engagement of the employees of the company that is perceived to have caused the problem.  

My friend was not downplaying the impact of the tragedy on fishermen, residents, visitors and wildlife.  His point however was that thousands of people working for BP across the world – people who care about their company, the environment and their reputation – face an overnight transformation in how others see them, and maybe how they see their company.

One of the hidden costs in this tragedy will be the morale and motivation of these BP people, and alongside all the other costs the company faces one suspects a large increase in employee turnover is inevitable. 

There is not much research that has been done in this field.  Conclusions of what has been done are not surprising.  It suggests:

·         Employees experience trauma and stress as a result of organisational disasters

·         There is little public sympathy or recognition of this

·         Employers who retain their people tend to display more compassion and put in place support programmes for their people

·         The practical nature of this support can be time off, counselling, improved communication to respond to high information needs generated at times of uncertainty

·         Climates with strong internal teamwork and where people have reacted to crisis situations together before fare much better

So in the aftermath of perhaps the worst environmental disaster we should not lose sight of the victims of the incident within the company and perhaps ask ourselves:

·         Have we developed the crisis plans we may need (remember the Time Magazine CEO Survey in which 89% agreed that “A crisis is as certain as death and taxes.”)

·         Do those plans mitigate some of the employee costs that may be associated with the aftermath of a severe shock?

·         What internal communication and support may our people need alongside our plans to support customers and other affected stakeholders?

 Mike Pounsford