ith financial institutions in chaos, corporations hemorrhaging jobs, and experts warning that things are likely to worsen before they improve, everyday conversations might seem an unlikely source of hope for strengthening your organization.
Dealing with bad news is a universally daunting task, but the way people are engaged in conversations about cost-cutting, layoffs, and other difficult business decisions can either undermine commitment and loyalty or lay the groundwork for an organization where resilient, committed adults regard themselves as accountable for the survival of the enterprise.
Finding ways to engage employees in these challenging economic times is a sound and essential business strategy. One of the most powerful-and underutilized-ways to do this is through managing conversations instead of "managing others." How leaders talk to people matters, and authentic conversations create cultures where the survival, prosperity, and success of the organization is everybody's business.
Changing the conversation begins with an acknowledgment of the first-person perspective and the inherent freedom of individuals to choose how they face their circumstances.
Consider the following example, where a manager we'll call Chris prepares for a meeting with his team amid economic uncertainty and layoff rumors. His intention is to make sure that people who are distracted by bad news and rumors get back on track and focus on the work. The best approach, he decides, is to be direct and reassuring: