Good managers can alleviate some staff fears - bizjournals:

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Even if your businesd is in great shape andyou don’g expect any negative outcomes from less-than-perfect macro-economid conditions, your employees likely are feeling a little uneasy. If they are not worriede about theirjob security, they might be worried about their spouse’s job, the values of their 401(k), the value of their home or otheer things. Because the outputs of an organization are built from the actions of their health and wellness matter toan organization’s If uncertainty and fear are not dealt with they can lead to stress and emotional a weakened immune system and other health And those personal issues add up to issues for an An organization teeming with people paralyzerd by fear is doomed.
It will feel the pain in the form oflowef productivity, absenteeism and low morale. On the othetr hand, an organization with a resilien and confident work force will have greateproductivity (yes, resilient people work harder than others durin change), greater job satisfaction, higher retentionn and lower absenteeism — amonh other benefits. Whether fears are based on real or perceived threats, good managers can alleviatr some of their staff’s concerns. Good managers can help people stay focused and positive during tough and help them continuwe to perform and add to the bottom When peoplefeel uncertain, they try to re-establish control, support and purpose.
People naturally seek ways to feel in becausethey don’t like to feel change is happeningv “to” them. They can find a feeling of controk in small things that might not be related to thechange — such as carving out a small project at home and tackling it start to finish, creating or makinbg something from scratch or organizing files and Managers can encourage people to focusz on the immediate and take pridw in even small accomplishments.
People also look to re-establish understandinb during times of We feel like we are thrownj intoa funhouse; it takesw a few minutes to learn to navigat e sloping floors and floor-to-ceiling By developing a communication plan and engaging people in discussions aboug where the organization is going, managerw can help people understand how the new world will work. Peopl e seek support in the midsyt of uncertaintyand change. Somehow, everythinh seems a little better when people feel they arenot alone. Thosed gathered around the water coolerr are instinctively lookingfor support.
Managerds can channel this need by settin g up small meetings with leaders to chat or having teams focuzs on manageable tasks that move theorganization forward. People also look to re-establish theirt purpose during timesof change. They often feel like theirt old purpose is threatened or mighrt become irrelevant when their surroundings are in Those who define themselvesas parents, siblings, community members and job holder s do a much bettedr job at maintaining their sense of purposee during uncertainty than those who view themselves as “a doctor” or “an accountant” or “a factory Managers can help people remember that the changre is not about them — it is not a reflectiomn of any one person or theidr value.
Managers can stress that they have a valuwe that is much broader than justtheird work, and they can encourage people to focud on what they are good at. Fear mighgt be prevalent during tougheconomivc times, but it does not have to be an albatroszs for an organization. Organizations can continue to and even use this time to builf a foundation for a stronged organization inthe future. Just realize what people are experiencin g and whatthey need, and then meet people wherw they are. Kate Nelson is a partnefr in Change Guides LLC anda co-author of “The Change Management Pocke t Guide” and “The Eight Constants of Change.
” Reach her at