Within my organization, we are experiencing an internal crisis. Certain customer problems have placed us in a bad position without warning. Even if everything is being resolved, the situation has left its mark on the internal climate. We seem to have lost our bearings and we sense a demobilization of staff. How can we stop this negative spiral? —Isabelle
Just like individuals, organizations also go through difficult times: hostile acquisition, economic contraction, bad press, manager involved in a scandal, poor financial performance. Such moments leave traces within the staff. Think about the employees of the Société de l’assurance automobile du Québec (SAAQ) who have to deal with unhappy customers every day even though they have little control over the problems that affect them.
Every situation is unique, but all organizations are vulnerable to crises. This can happen at any time.
This what is a crisis
Is it appropriate for Isabelle to describe the situation experienced by her employer as a crisis? The COVID-19 episode can help us answer this question. This is a good example of what a real crisis is. The difficult situation is triggered by a sudden event, without us being prepared for it. Also, the way out of the crisis does not appear very clear, nor the duration of the situation. We have the feeling of having little control over the evolution of the situation. As a result, a crisis poses a high risk of creating a vicious cycle. One thing leads to another, further weakening the organization. We lose sight of priorities, we improvise, we change our minds, we question everything. In short, we are in reaction to the events that follow one another.
A crisis context generates very strong emotions (e.g. anger, anxiety, confusion), often leading to a loss of confidence and a drop in the level of commitment. These emotions are almost impossible to control, because they are highly prone to rumors or the mention of worst-case scenarios. Poorly channeled, they are likely to lead to the departure of the best, to conflicts, a drop in productivity and creativity as well as exacerbated political games. If the crisis persists, it will become difficult to keep going, and signs of distress may appear. People will give up.
His employer seems committed to this path. Here are some useful elements that should be put forward.
A little survival guide
For Isabelle:
— Be a positive voice. You and your colleagues are all in this together, but people react differently. Some will become negative voices and express anger, frustration, cynicism and blatantly blame leaders, while others will remain optimistic, take initiative and seek to solve problems. The first group pulls the organization downward, into the negative spiral, while the second facilitates the transition towards emerging from the crisis. It seems important to stick together rather than favoring everyone for themselves.
— Exercise leadership. You can make a real difference in a crisis by listening and offering help. Your manager risks becoming a “scapegoat for frustrations” if everything that goes wrong is blamed on him. Show tolerance towards him and demonstrate empathy towards your colleagues.
— Take care of yourself to be able to help others. It’s important to stay mindful of how the situation affects you and your colleagues. Do not hesitate to ask for help, if necessary. Refocusing on the areas within your control can help regain a sense of mastery. Finally, in a crisis context, it is suggested to reassess your expectations downwards, whether towards yourself or towards others.
For his employer:
— Calm the rumors. In a crisis, it is difficult to listen and communicate too much. Ideally, face-to-face is preferred. Communication efforts must respect a few principles: continuity, relevance, realism, transparency and modesty – we do not know or control everything. It is crucial to leave as little room for rumors as possible. To do this, tell the truth, welcome questions and answer them honestly without false promises.
— Be interested in people. You must remain vigilant because, over time, distress should manifest itself. It is important to stay connected to employees, listen to them and address their concerns. Support groups between employees and group meetings are more relevant and useful than ever.
— Be attentive to talent. There is an old saying that people are like tea; They don’t know how strong they are until they find themselves in hot water. Indeed, a crisis acts as a revealer of talent in an organization. Some will come out of the shadows, stand out in a constructive way, while others will disappoint with their attitude and behavior.
– Seize the opportunity. Another adage says that you should never let a good crisis go to waste. As a crisis destabilizes the organization, it is also a good time to accelerate certain changes underway, refocus priorities, test new ways of organizing work, strengthen the culture through symbolic gestures or simplify ways of doing things.
— Strengthen the role of local leaders. In the context of a crisis, they are observed and judged more than ever. So they can make a big difference by setting the tone and letting employees know that the next few months will be chaotic and that their reactions are normal. It is their role to be present and visible on the ground in order to reassure and support them. Remembering that crises pass and that there will be an afterthought gives hope. Another good way to support your employees is to reduce the number of priorities and align contributions towards beneficial short-term results, which restores a feeling of control. Finally, we must not forget to celebrate the small victories.
reference: www.lapresse.ca