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Headlines about the economy have been grim for so long. We're all feeling the effects of the emotional fatigue that uncertainty brings.
Although things appear to be settling down on the economic front, organizations - and the people in them - are suffering.
The good news, and there does seem to be some, is that there is cause for cautious optimism. Some recent economic indicators show evidence of stabilization and recovery.
While there are piles of studies and articles about what's gone wrong, not much out there addresses the power of corporate culture and how managers should help their employees navigate through the fray.
Corporate culture is a key driver to success. Companies that focus on resiliency and transparency will fare better than those that are closed and reactive.
When faced with crisis, uncertainty, and the unknown, human nature often manifests itself in one of two extreme ways, both of which are grounded in primal emotions and are unhealthy and unproductive.
The first example is despair. Some begin to physically and psychologically check out, doing the minimum to survive while frozen in fear and apathy. My mentor, Dr. Jerry Harvey, says, "people know what they need to do, but simply can't get crackin'."
Others adopt an unrealistically hopeful, heads-down "don't bother me with the facts because it'll be just fine" optimism for the future. In this instance, organizational members use hope as the short-term strategy.
In both cases, there's a lack of authenticity.
Good managers should recognize they can help employees navigate away from those scenarios. There are three ways to do that, and they apply regardless of which sector you work in or what your company's culture has been like until now. They are:
Encourage open communication. Allow employees to express their thoughts and feelings without fear of reprisal. Feedback is better aired than left to boil under the surface. This doesn't mean throwing a pity party that spills out into the rest of the work week and leaves a dark cloud overhead. Simply being heard helps team members feel understood and valued.
Manage transparently. Tell your folks what you know when you know it, and admit to whatever feelings you're experiencing. Leaders who are confident enough to put down their list of talking points from upper management will connect with their employees in a meaningful way and earn trust.
Be self-aware. Employees pay attention to everything their managers do, and in this economy their sensitivities are on high alert all the time. Closed-door meetings are more noticeable and potentially more disruptive than ever. Leaders must take special care to avoid misunderstandings about their actions, from the tone of written memos to changes in scheduling without explanation.
As we slowly begin this economic recovery, we need employees with resilient mindsets and organizations that foster open, candid and authentic communication.
When leaders and managers demonstrate the courage to be vulnerable, the wisdom to say "I don't know," and the ability to stare down reality while staying optimistic for the future, organizations will begin flexing their resilient muscles.
Will Sparks is the director of the graduate program in organizational development at Queens University of Charlotte's McColl School of Business.
