So, what are we supposed to do now? Re-engaging your workforce.
While many organizations have gone through rounds of layoffs with the hopes of emerging leaner and meaner, poor leadership communication with the remaining workforce has left a large majority of leaner organizations stalled. In fact, employee commitment, focus and productivity seem so poor in many newly leaned organizations that the firms’ very survival could be at stake. Let me share with you a recent conversation I had that highlights the severity of the situation.
Sharon is a senior editor for a large, nationally syndicated newspaper. Like many newspapers across the country, her paper is facing a bleak and uncertain future. After several rounds of layoffs, the only hope for survival for the organization is to have every remaining member of the firm put forth a unified and focused effort. During our conversation, Sharon revealed the impact the recent series of downsizings has had on her and her colleagues. The confusion, sadness and frustration were clear in Sharon’s voice. She confessed her worries, doubts, anger and overall feeling of helplessness to me over the next hour. Finally, as Sharon ended, she let out a long sigh and said, “I just don’t know why we are doing what we are doing…”
The Role of Leaders During Uncertain Times
There it is - “I just don’t know why we are doing what we are doing…” That statement echoes throughout the hallways of organizations today. At the core of that statement is the fundamental question of “why.” That question is plaguing employees, but more importantly, is remaining largely unanswered by leadership. And while other questions can be addressed by managers (such as “how,” “when,” “what,” etc…), leadership is looked to for answers related to “why” questions. To better illustrate this point, I want to take you back to a conversation I had with a consultant friend of mine several years ago. He asked if I was a “how” person or a “why” person. As I pondered my answer, he quickly shot back his answer. He said, “I’m a ‘how’ person. I’m all about getting problems solved. Leadership decides why they want to do something, they figure out what needs to happen, and they turn to me to answer the how. I like that. It is simple and clear.” This is an intriguing question that holds even more meaning and relevance today. You see, in a world of uncertainty when businesses are shuttering daily and friends are getting laid off, our employees are looking for answers to questions they used to think they had answers for.
As leaders, it falls on our shoulders to answer those “why” questions and make meaning out of the world in which we live. If we as leaders don’t sufficiently answer those questions, our followers will remain stuck in the mud as they try to seek those answers on their own. Whether it’s quiet chit chat at the water cooler, lunch meetings to try to make sense out of recent happenings at the firm, or silent dialogues in their heads, it is energy that is getting expended on issues NOT related to the organization’s strategy and survival. In these times, we can’t afford anything less than 100% focus and commitment from our leaner workforces to solve the challenges we face today. The clock is ticking and time is running out.
What Do We Do?
“How do we re-engage our remaining workforce so they can execute on our strategy?” A simple question, but the solution is anything but. And if not done properly, the negative effects can paralyze entire workforces. From our own personal experiences, we’ve seen organizations die slow and painful deaths because leadership was unable to refocus their leaner workforce. The good news is that inspiring a workforce has more to do with a logical and structured approach than it has to do with raw charisma. The key is that the following questions must be answered by leadership in the following order to maximize impact.
- Why did this happen? First and foremost, employees want to know why recent events unfolded the way they did. Why were co-workers laid off? What is going on in the world and why did the organization feel it necessary to make the decisions that it did? What are the factors that led to the decision? Contrary to conventional wisdom, employees want to know about the pressures that the organization is under and the forces that are impacting the life of the business. If employees understand what has been impacting the business, they will be more likely to trust you and your assessment of the future.
- What does the immediate future of the organization look like? Are we going to survive? Am I safe? The organization is looking to you to share with them what you see on the horizon. What are likely possible scenarios that the organization will be facing in the next three to six months? Are layoffs still a possibility? What is the probability of survival and what is the time horizon? This transparent, raw and honest depiction of reality is not only appreciated by employees – as tough as it may be to hear – but it also sets the stage for inspiring them on why they need to face the challenge head on.
- Why do we do what we do? What is our purpose or mission? What is our reason for being? This is where recommitment to the organization occurs. After a thorough discussion of reality, great leaders spend time taking reminding employees of the core essence of the organization. What is it that the organization has traditionally stood for? Who is it that the organization serves? Why do customers need the organization today more than ever? This reminder of what it means to be “us” in uncertain times provides the larger purpose, focus and unifying commitment that employees are hungry for. Don’t breeze through this discussion. Telling powerful stories of the organization overcoming uncertainty throughout its history are fuel for the journey ahead. This process of reminding the organization of who it is lays the foundation for strategy and action to take hold.
- What’s the plan? What do I need to do? I’m ready! We often see leaders set the stage for action but forget to tell the workforce specifically what it needs to do today. Trust me when I tell you that if you have taken employees this far, they are ready to take action. They are chomping at the bit for a plan. What an incredible opportunity that must not be missed. First, give employees an overview of the current strategy of the firm and then clearly specify their roles in the execution of that strategy. Once that is accomplished, get out of their way.
If done well, a leader can take a workforce from doubt, confusion and mistrust to commitment, focus and execution over the course of one discussion. It can be powerful, motivational and can set the stage for future long-term success. I’ll close with a brief story.
Back in 1982, Chick-fil-A, a quick service restaurant chain specializing in tasty chicken sandwiches was facing its equivalent of a perfect storm. It was suffering from crushing interest rates, high chicken prices, and an economic recession that was slowing sales to a crawl. As leadership pondered its next steps in an uncertain time, it conceived its corporate purpose statement as its foundation for moving forward. By addressing the “why” questions in their purpose statement that were plaguing employees, Chick-fil-A leadership pointed the organization toward the future with focus and commitment. The results were nothing less than extraordinary. Since 1982, Chick-fil-A has recorded near double digits in same store sales growth every year since (including a 12% increase in 2008). The organization has led all competitors in nearly every industry metric ranging from employee and customer loyalty to average weekly revenue per store.
Today, at approximately $2.96 Billion in revenues, Chick-fil-A stands as an industry leader, but it hasn’t forgotten that turning point back in 1982 in which it faced an uncertain future but recommitted and strove ahead…and neither has its employees. As visitors approach the entrance to Chick-fil-A’s corporate office, nestled on the ground to the left of the entrance doors sits a small plaque inscribed with the corporate purpose statement. It was presented to Chick-fil-A leadership from the employees of Chick-fil-A back in 1982 as a symbol of their commitment to the future of the firm. I wish the same ending for you and your organization as you navigate through your period of uncertainty. May you use this time to recommit, refocus and repurpose your organization for what the future may hold.
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Brandon Smith is a founding partner of Core Growth Partners, LLC based in Atlanta, GA. He can be reached at: This e-mail address is being protected from spambots. You need JavaScript enabled to view it
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