One of the most interesting parts of my work is the chance to work with so many different types of organizations.  Yet in all organizations there are some consistent issues and problems that everyone deals with.  In the past couple days, I have been talking with school nurses from around the country in connection with some transformational leadership work we are doing with Johnson & Johnson and Rutgers.  In our discussions, numerous nurses spoke to me about the negative impact the budget and lay offs are having on teachers, parents, and families.  The impact on individuals nationally is unprecedented.  But the impact often overlooked is the stress this is causing on the organizations who are dealing with having to reinvent or transform themselves into systems that are outside of their experience.

We are dedicated to partnering with our clients in this process of transformation, but we are also dedicated to making a bigger difference.  Currently, I want to share with you some of the discussion points we are having with our clients.

First, it is important to gain equilibrium in the midst of change.  Chaos creates stress, having devastating effects on organizations and individuals.  To reduce stress it is important to encourage dialogue among your membership.  One of the worst feelings for members is being isolated.  Encourage discussions, provide some access to stress reduction activities, and encourage folks to get out of their offices or cubicles and talk.

Second, if you are a manager try to communicate what is happening as soon as possible to as many people as possible; and do it consistently.   One of the worse things that can happen is over reliance on gossip to convey information.  Gossip expands as it goes along, since it is often fueled by fear rendering it inaccurate at best.

Third, begin reestablishing a vision for the future.  Even if the only future you can envision is the next few months.  Get a sense of where you were, where you are, and where you are going.  It provides an orientation, which grounds you.  Once you are grounded you can begin to make more reasonable choices.  

Fourth, reassure wherever possible, but be honest and avoid understating potential risks.  People can deal with the truth, if they can trust it.  They may not like it, but dishonesty is betrayal. This betrayal of trust can happen in a second; taking years to rebuild; if it can be fully rebuilt at all.

Fifth, redefine the values that your organization is working by.  Developing approaches that adhere to the values of trust, kindness, honesty, openness, and caring will go far to create a supportive climate that permits support, reassurance and emotional safety.

And finally, number six. Engage in team building as soon as possible.  If the system has suffered significant changes, members have also changed the way they relate to each other.   Assisting them to rebalance the way they relate and rediscover their place in the organization will go a long way in providing emotional safety and improve interactions for all members.

If we can assist by providing access to local, state or federal resources, should you need a reference to a specific skill set, if we can help you in any way ourselves, of if you just need some information, please feel free to contact us.   We are committed to doing whatever it takes to help you in your process.  Transformation is at times a struggle, but you don't have to do it alone.

Be well,

John