From Digby Morgan's Talent Matters

20 April 2009

Welcome to 'Talent Matters', a regular series of short 'broadcasts' that have been created specifically by Digby Morgan to help HR professionals address some of the hugely complex issues they're experiencing today.

In this issue, Digby Morgan is delighted to introduce the first of what we anticipate becoming a regular series of topical articles looking at the impact that truly effective HR management can have on business today.

These articles are being written by acknowledged expert, Helen Whitten. A published author who has appeared on TV and in the media discussing related issues, Helen is a professional coach to corporates and individuals and has just published 'Cognitive Behavioural Coaching Techniques for Dummies'.

Inspiring others through Troubled Times

By Helen Whitten of Positiveworks

Without a doubt, businesses today are facing unprecedented challenges resulting from the current economic crisis. Staff, bonuses and costs need to be cut. Managers are balancing redundancies and expectations and the teams they lead are anxious about an uncertain future.

How you deal with these times is key and we've all, no doubt, heard the scare stories. Managers sending impersonal emails to the staff telling them that as times are tough bonuses are being cut (although they were an integral part of pay packages) and that staff must prove their value and relevance to the business. To cap it all, the staff then discover that senior management bonuses have been paid. Some resignations are tendered immediately and those who remain are frozen in fear. Morale hits rock bottom.

But it doesn't have to be so bleak. A second manager in the same position takes the time to come out of his office and speak personally to each team. He explains that business is challenging and that he values their hard work but that bonuses cannot be justified for anyone, including the senior team. He assures people that he will reward them again as soon as he is able and that his door is always open. Subsequently, morale is high.

In today's troubled times, managers need to rally their troops and encourage people to pull together. Contrast Winston Churchill's 'we'll fight them on the beaches' speech versus many of today's doom and gloom merchants. The added ingredient is emotional intelligence. If you can't pay people with money you must pay them with emotional reward but what does that mean?

1. Get out and talk to people. Don't hide behind a closed door facing a screen. Listen and support them. You may have to fortify yourself to hear difficult things but empathy goes a long way in maintaining morale.

2. Acknowledge the challenges. People value honesty. Then explain how you intend to address them.

3. Don't pretend you can solve all the problems. Those closest to the 'ground' often have solutions to address specific business issues that you as a manager have never thought of.

4. Make people feel a part of the solution. Acknowledge their contribution and show them what they can do.

5. Be generous with feedback: personal and professional development is a gift that will be invaluable whether they stay or leave.

6. Draw out concerns and transform negativity to optimism and determination. Identify as a team what thoughts, feelings and behaviours will help you overcome the current problems. Fear makes people stupid, triggering the stress response that shuts off the 'thinking' brain.

7. Recognise that different people are motivated by different things. Reassure people personally that you will address their needs when you are able. Demonstrate that you care.

Emotional intelligence is a much-needed skill in the current crisis. Words inspire people to action when they engage emotion. HR can help managers understand its relevance to motivation and performance.

Helen Whitten is an accredited Cognitive Behavioural coach and the Managing Director of Positiveworks (www.positiveworks.com)