Leading Those That Remain

This article deals with a critical aspect of downsizing -- turning around the organization and leading those that remain. For more help with leadership issues drop in at the Leadership Help Center.
Downsizing, Right-sizing, lay-offs or workforce adjustment, whatever the current "correct" terminology, the fact remains that it is the most difficult thing that managers will deal with in their careers.

There are two (only two?!) issues regarding downsizing. First, the period of downsizing brings with it incredible anxiety for everyone. Both managers and employees have to "get through" this period where downsizing is announced and individuals are notified. While this is the period of greatest short term stress, it is an acute situation.

The second problem, and one of much more long term significance is the issue of those that remain. Somehow managers have to deal with the fall-out from the downsizing process, and move their organizations beyond the grief, the anger and the loss of morale that characterizes these major organizational events. It is those that remain that will determine what happens to the organization. We are going to talk about the long term issues here.

The First Few Weeks
In the first few weeks after downsizing even those who still have jobs will feel a lot of difficult things. Grief, anger, sense of betrayal, and depression are common "normal" reactions. Typically productivity drops as people work through their feelings by talking with each other.

This applies to you as the leader of your organization. However, as a leader you have an important role to play in helping employees get past the initial reactions.

During this time, it is important that you do not pressure employees unduly, either in the areas of increasing productivity, or in expressing feelings about the change. Some people want to talk, others not. Some will work harder and some will not. Your job is to help by gently talking to them, both in group settings and individually about their reactions, and how you can help.

Listening is key here. Ask questions and keep your own comments to a minimum, and don't exhort or pressure people. By showing concern and interest, you will be working towards repairing the sense of broken trust that accompanies downsizing.

During this period, you need to take stock of your own emotional situation. Your ability to lead people through the tough times will depend on your own physical and emotional health. Try not to cut yourself off. Talking to colleagues outside your organization is a good idea, or at least, venting your own feelings with someone unconnected with your organization. If you find yourself plagued by sleeplessness, mood swings and depression and guilt, don't hesitate to take advantage of support services that are available.


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Winifred Edet
Online Sales Executive
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