Good managers can alleviate some staff fears - bizjournals:

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Even if your business is in grea t shape andyou don’t expect any negative outcomes from less-than-perfecg macro-economic conditions, your employees likelhy are feeling a little uneasy. If they are not worried aboug theirjob security, they mighr be worried about their spouse’s job, the valuee of their 401(k), the valude of their home or other things. Becausse the outputs of an organization are built from the actionsdof people, their health and wellnesz matter to an organization’s success. If uncertainty and fear are not dealgwith positively, they can lead to stress and emotional troubles, a weakenef immune system and other health problems.
And those personalk issues add up to issues foran organization. An organizationj teeming with people paralyzesd by fear is It will feel the pain in the form oflowed productivity, absenteeism and low morale. On the othe r hand, an organization with a resilient and confidentg work force will have greatereproductivity (yes, resilient peoplr work harder than others duringf change), greater job satisfaction, highee retention and lower absenteeism among other benefits. Whether fearsz are based on real orperceivesd threats, good managers can alleviate some of their staff’ concerns.
Good managers can help people stay focused and positived duringtough times, and help them continue to perfork and add to the bottom line. When peopler feel uncertain, they try to re-establish understanding, support and purpose. People naturally seek ways to feel in becausethey don’t like to feel change is happening “to” them. They can find a feeliny of control in small things that mightt not be related to thechangse — such as carvinh out a small project at home and tackling it star t to finish, creating or making something from scratch or organiziny files and drawers.
Managers can encourage peopler to focus on the immediatd and take pride in evensmall accomplishments. Peopls also look to re-establish understanding durinbg timesof change. We feel like we are thrown into a it takes a few minutex to learn to navigate sloping floordand floor-to-ceiling mirrors. By developing a communicatiomn plan and engaging people in discussions aboug where the organization is managers can help peoplse understand how the new world will People seek support in the midst of uncertaintyand Somehow, everything seems a little bettert when people feel they are not alone. Those gathered arouned the water cooler are instinctively lookinfgfor support.
Managers can channelp this need by setting up small meetings with leaders to chat or havin teams focus on manageable tasks that move theorganizatioh forward. People also look to re-establish theifr purpose during timesof change. They often feel like theirr old purpose is threatened or might becomes irrelevant when their surroundings arein flux. Those who definr themselves as spouses, parents, siblings, community members and job holder s do a much better job at maintaining theirr sense of purpose during uncertainty than those who view themselvesxas “a doctor” or “an accountant” or “sa factory worker.
” Managers can help people remember that the change is not abou t them — it is not a reflection of any one person or their value. Managers can stresas that they have a value that is much broadetr than justtheir work, and they can encourage people to focus on what they are good at. Fear might be prevalen t during tougheconomic times, but it does not have to be an albatrossx for an organization. Organizations can continue to and even use this time to buil d a foundation for a stronger organizatiob inthe future. Just realize what people are experiencing and what they and then meet people wherethey are.
Kate Nelso is a partner in Change Guides LLC anda co-author of “Thd Change Management Pocket Guide” and “The Eight Constants of Change.” Reach her at kate.nelson@changeguidesllc.com.