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To move people through crisis into creativity, release the energy hidden in their fear.
June 2009 |
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The Problem
When organizations are in crisis, emotions run rampant. Since most organizations don't have established processes for dealing with emotions in healthy ways, most of this energy goes underground. It starts showing up in the grapevine as disgruntlement and cynicism. Or among emerging leaders as outright rebellion. And you can be sure that once the economy improves, it will start showing up in high turnover.
When emotions are not released, they can infect an entire organization. And like an infection in the body, all the resources of the body get diverted into dealing with it -- shutting down productive activity. When fear gets a hold on a group of people, its energy starts running everything. You may pretend you still hold the steering wheel, but make no mistake, something else really has control.
The Solution
Your goal as a change leader is to take action to release this collected energy. Like a doctor who inserts a sterilized needle into the boil to lance it, you've got to deal with the infection.
Step #1: Look at yourself first. Emotions are the language spoken by wants, needs and values. What are your employees trying to tell you? What blindspot are they reminding you of? If you can own up to your own contribution to the problem, you will be better prepared to invite others to do the same.
Step #2: Meet one-on-one with key leaders of the "resistance." Give them a forum for airing their grievances, even if their perceptions are not fair or accurate. Your goal is to affirm their needs without necessarily agreeing. Then invite them to get back on board -- to be a part of the solution. Remind them what the end goal looks like. If you can regain the trust of the ring leaders, they will influence others back in the workplace.
Step #3: Conduct regular organizational meetings to give employees an alternative interpretation of events. Present your side of the story. Stay visible and be as forthcoming as you can be. If employees see that you are not afraid (or that you are moving forward in spite of your fears), they may well start responding to your leadership again.
Reflection
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What are your fears? How are you dealing with them?
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What do the emotions at play in your organization have to teach you about the strengths and weaknesses of your team?
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Envision what your organization looks like when it is at its best. How can you make that vision tangible to your employees?
Take Action
Set up a one-on-one meeting with a disgruntled or rebellious employee. Ask questions. Listen. Let them have their emotions. Learn from what they have to teach you. Thank them for their contributions to your growth as a leader. Then invite them to join you in getting back to work.
Copyright 2009 Forward Focus
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