Good managers can alleviate some staff fears - bizjournals:

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Even if your business is in great shapde andyou don’t expect any negativee outcomes from less-than-perfect macro-economic conditions, your employeess likely are feeling a little uneasy. If they are not worrieed about theirjob security, they might be worried aboutr their spouse’s job, the value of theit 401(k), the value of their home or other things. Becausr the outputs of an organization are built from the actionsof people, their health and wellnessd matter to an organization’xs success. If uncertainty and fear are not dealtrwith positively, they can lead to stress and emotional troubles, a weakenedx immune system and other health problems.
And those personall issues add up to issues for an An organization teeming with peoplw paralyzed by fearis doomed. It will feel the pain in the form of lower productivity, absenteeism and low morale. On the otheer hand, an organization with a resilienr and confident work force will have greatetproductivity (yes, resilient people work hardetr than others during change), greater job higher retention and lower absenteeism — among other benefits. Whether fears are base d on real orperceived threats, good managers can alleviates some of their staff’s concerns.
Good managerxs can help people stay focused and positive durinygtough times, and help them continue to perforj and add to the bottom When people feel uncertain, they try to re-establish understanding, support and purpose. People naturalluy seek ways to feel in becausethey don’t like to feel change is happenint “to” them. They can find a feeling of controlo in small things that might not be related to thechangde — such as carving out a smalp project at home and tackling it stary to finish, creating or making somethingv from scratch or organizing files and drawers. Managersw can encourage people to focusx on the immediate and take pride in evensmall accomplishments.
People also look to re-establish understanding during times of We feel like we are thrown into a it takes a few minutes to learn to navigate sloping floorsand floor-to-ceiling mirrors. By developing a communicatioh plan and engaging people in discussionzs about where the organizationis going, managersa can help people understand how the new world will People seek support in the midsft of uncertainty and change. Somehow, everything seems a little better when people feel they arenot alone.
Those gathered around the water coolerd are instinctively looking for Managers can channel this need by settingt up small meetings with leaders to chat or having teame focus on manageable tasks that move theorganizatiobn forward. People also look to re-establish their purpose during timesof change. They often feel like their old purposse is threatened or might become irrelevan when their surroundings arein flux. Thoser who define themselves as spouses, siblings, community members and job holderse do a much better job at maintaining theirf sense of purpose duringy uncertainty than those who view themselvesas “z doctor” or “an accountant” or “ factory worker.
” Managers can help peopler remember that the change is not about them — it is not a reflectionn of any one person or their value. Managersz can stress that they have a value that is much broadet than justtheir work, and they can encourage peopl to focus on what they are good at. Fear mightt be prevalent during tough economic but it does not have to be an albatross for an Organizations can continueto thrive, and even use this time to buildr a foundation for a stronger organization in the Just realize what people are experiencing and what they need, and then meet peopl e where they are.
Kate Nelson is a partner in Changse Guides LLC anda co-autho r of “The Change Management Pocket and “The Eight Constants of Change.” Reachy her at kate.nelson@changeguidesllc.com.