Mr. Ely

Executive Leadership

Five Easy Steps to Make Your Staff Feel Secure in an Unstable Economy

By John Ely, Senior Vice President of Marketing, Signature Worldwide

With all of this negativity buzzing around, you can be certain that it somehow affects your employees and staff. In fact, the top fear for many people during economic downturns is loss of a job. No matter how confident and comfortable your staff may seem, and no matter how certain you are that their jobs are secure, they are probably still concerned. And, rightfully so, since the unemployment rate in the United States hit a 14-year high in November 2008. Combined with the bleak outlook for the first three quarters of 2009, and money spent and debt incurred over the holiday season, your staff is probably feeling more stress than ever.

Helping your staff understand they are making a difference in your business gives them a sense of job security. Training and encouragement will empower your employees and make them feel like an important part of the team, even during a less-than-stable economy.

In a past job, I was in the unenviable position of knowing my company might be facing work slow-downs or even worse, a series of layoffs. My supervisor spoke to all of the department managers and let us know how important our roles were for the company's survival. In turn, we stepped up our efforts to be more efficient and pay even closer attention to quality and customer satisfaction.

By doing this, the manager accomplished several things. He made us feel more secure about our jobs and the company in general. This had a huge impact on our performance since we knew what we did would have a direct result on the company. He also instilled a feeling that the company needed our talent and skills to not only be more competitive, but to simply survive. He made sure we all understood how our roles fit into the ultimate corporate strategy and we felt a greater sense of loyalty as a result. Nothing brings people together like a common enemy, and the current economic crisis is a danger to us all.

Even though my colleagues and I were facing some lean times, we felt more energized as a group that was working together to overcome the economic struggles. All of this led to better interaction among employees and better communication with our clients.

So how do you settle the mounting fears of your team during these uncertain and challenging times? Following are five easy ways to start calming the crew:

1 - Seek out personal interaction.

Insist on one-on-one interaction with your team - not just e-mail or bulletin announcements. Set a positive tone in person. Many times bad news is communicated in an e-mail announcement because it's quicker and non-confrontational. Get used to talking to your staff in-person. It ensures that each employee feels like they have a connection with you and the company. Also, when appropriate, set one-on-one appointments with team members. This gives employees an added sense of connection with you as their supervisor. Plus, you get the opportunity to truly watch, listen and analyze your staff's reactions and opinions.

2 - Use consistent messaging to all employees.

Rumors are always more prevalent during trying times, but consistent, proactive messaging helps squash rumors before they can start. Cut them off at the pass by delivering business changes or updates in a timely manner. Don't give the rumor mill a chance to be created in the first place. A regular business update meeting is a great way to communicate during a slow period. Employees get the correct message and also look forward to the next update.

3 - Make an investment in your employees' future.

Training is still the best investment you can make in your staff. It not only gives them skills to outperform the competition, it also sends the right message - that you want them there for the long haul and you want them to succeed. Training can also have a residual effect of improving morale and motivation. I see it all the time - people come out of training events excited about their newly learned skills as well as their roles within the company. Use that to your advantage and create your own excitement.

Training also improves job efficiency, something every company can use. An increase in job efficiency can be especially important if a company is not hiring new employees or has lost staff members. This allows you to get the most out of your existing employees while letting them know they are needed.

4 - Empower your staff.

No one works harder than the company's management team, so why not give your entire staff tasks, duties and responsibilities that instill a sense of importance and ownership? A great way I've found to do this (and also make my job easier) is to ask for input on projects, processes and current procedures. You'd be amazed how many great ideas you'll get when you involve your staff in the decision making process, and it gives employees the feeling that their input really matters.

5 - Have an "open door" communication policy with management.

Even if it's not used, an open communication policy lets employees know that no one is off limits for them to approach. I've been involved with groups of senior management that wanted to hide out during bad times. This is not only a bad management technique, but a move that erodes the trust and confidence in upper management. Be willing to spend time with your staff talking about whatever is on their mind. Encourage them to speak up, which also squelches the rumors. Everyone wants to know their manager cares about them, not only as an employee, but as a person too.

While it's always important to invest in your staff, simple measures can help them feel valued and important, especially in turbulent times. Whether it's a down economy, or a slower travel season, job security helps staff perform their job with a purpose and a rededicated commitment to the company.

John Ely is senior VP of marketing for Signature Worldwide. He is responsible for developing, implementing and evaluating strategic marketing and corporate growth plans, and has industrial and consumer marketing experience. He has an associate degree in electrical engineering, a bachelor's in technical management and a master's in marketing and communications. He is a member of the American Marketing Association and Product Development Management Association. Mr. Ely has served as a professor at Franklin University and is certified as a "Teaching at a Distance" (TAD) online educator. Mr. Ely can be contacted at 614-766-5101 or johnely@signatureworldwide.com Extended Bio...

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