The whole world is now going through a difficult period. We all are experiencing a recession, in Israel where I live and write, as well as in the US and everywhere else.
Once, we used to think that globalization is a good thing; the recession has taught us that the absence of place and time limits has also its deficiencies, and globalization enables the spreading of less attractive factors, from the US to China, Europe, Israel and actually, every other place. Moreover, the US is not to blame. It could start also elsewhere (i.e. the SARS disease).
How should one manage the organization in a recession period? How should he or she manage their knowledge workers? Are there any guiding rules?
When one writes a book, s/he can choose to focus on specific areas, ignoring others, ignoring the happenings. When one writes a blog, people expect you to be connected to reality and to the existence. Not speaking on such issues may imply non-transparency and non-willing to open up.
Do not misunderstand me. The company, which I manage, while writing these lines, continues to makes its living, continues not to loose. Thus, even though we all are already four months inside an economic crisis. What will happen tomorrow? Will we continue to earn enough? No one can really know. For the time being, things are stable. Yet, this post is a necessity as we are all part of something big, bigger than us. It is important to speak about this management issue, even though it is not easy to hear, nor easy to say.
As this blog deals with managing the employees, the post will focus on the relevant issues, leaving out economic or other business aspects, all critical to the situation.
It is important to express and show transparency at this time. This does not imply that every business detail should be announced widely, and that every time we feel bad after a customer shares us with his distress, we should pass our feelings on, yet employees should be shared regarding the overall situation and updated periodically reflecting the changing trends.
I do believe that such a saying could be difficult to implement in times of growth and economic bubbles. While experiencing a recession, this might seem easier to implement. Now, employees are not so easily willing to move to another place of work, as it is probably more risky to be in a place that you do not know, that somewhere you already know and understand.
This therefore is not only a correct thing to say, but also an applicable one.
It is not less important to be sensitive to our subordinates. We must understand that each one and one of them experiences the instability differently, even though we are all in one company. The feelings may be a result of seniority in the organization, the job itself, the necessity as they sense it, and, of course, ones character.
It is important to be sensitive as each one of our employees has back at home parents, husbands, wives and other close people who may be in distress or even has maybe lost his or her job. Such an event can affect the emotional and economic state of the employee.
It is important to economize and save. Be cautious! Too much can seem as miserliness, or drive a feeling of instability. It is important to show that now is no party time; no spending time. Nevertheless, some small spending is important for our souls and we must find the right balance in between.
It is important to share the employees not only about facts regarding the recession and its impacts, rather in ways to change. Share your employees and ask them to share responsibility in bringing in new customers. Sit and speak with your employees asking them to come up with ideas how to offer more, or offer differently, considering the timing. This may result in better figures; moreover, we sense here the togetherness. People say that crisis is an opportunity. I would be happy to give up such opportunities if that's what it takes not to have any crisis. Yet, as the crisis is already here, let us drive higher cohesion between the company's employees.
It is important to be humble. To remember, that even if we think we are the best, we probably are not, and surely not perfect. Not everything is in our hands. In periods of growth and success, we as employers are captive somewhat, as we manage knowledge workers and these are free to leave and find some other place to work. Recession is employers' era. We must not take advantage! We must remain humble. We must remember that tomorrow will be a different era, but furthermore, we must remember to respect the other even though we are in charge and have the authority.
I read the lines above, and I suddenly realize; the crisis and the recess that followed teach us how to act, also in crisis time, but also in every other period. Maybe in recession it is a necessity, but it all times it is probably the proper and more dignified way to act.
Transparency, sensitivity, cohesion, sharing and humbleness. Not to much- yet everything.
Yours,
Moria
Once, we used to think that globalization is a good thing; the recession has taught us that the absence of place and time limits has also its deficiencies, and globalization enables the spreading of less attractive factors, from the US to China, Europe, Israel and actually, every other place. Moreover, the US is not to blame. It could start also elsewhere (i.e. the SARS disease).
How should one manage the organization in a recession period? How should he or she manage their knowledge workers? Are there any guiding rules?
When one writes a book, s/he can choose to focus on specific areas, ignoring others, ignoring the happenings. When one writes a blog, people expect you to be connected to reality and to the existence. Not speaking on such issues may imply non-transparency and non-willing to open up.
Do not misunderstand me. The company, which I manage, while writing these lines, continues to makes its living, continues not to loose. Thus, even though we all are already four months inside an economic crisis. What will happen tomorrow? Will we continue to earn enough? No one can really know. For the time being, things are stable. Yet, this post is a necessity as we are all part of something big, bigger than us. It is important to speak about this management issue, even though it is not easy to hear, nor easy to say.
As this blog deals with managing the employees, the post will focus on the relevant issues, leaving out economic or other business aspects, all critical to the situation.
It is important to express and show transparency at this time. This does not imply that every business detail should be announced widely, and that every time we feel bad after a customer shares us with his distress, we should pass our feelings on, yet employees should be shared regarding the overall situation and updated periodically reflecting the changing trends.
I do believe that such a saying could be difficult to implement in times of growth and economic bubbles. While experiencing a recession, this might seem easier to implement. Now, employees are not so easily willing to move to another place of work, as it is probably more risky to be in a place that you do not know, that somewhere you already know and understand.
This therefore is not only a correct thing to say, but also an applicable one.
It is not less important to be sensitive to our subordinates. We must understand that each one and one of them experiences the instability differently, even though we are all in one company. The feelings may be a result of seniority in the organization, the job itself, the necessity as they sense it, and, of course, ones character.
It is important to be sensitive as each one of our employees has back at home parents, husbands, wives and other close people who may be in distress or even has maybe lost his or her job. Such an event can affect the emotional and economic state of the employee.
It is important to economize and save. Be cautious! Too much can seem as miserliness, or drive a feeling of instability. It is important to show that now is no party time; no spending time. Nevertheless, some small spending is important for our souls and we must find the right balance in between.
It is important to share the employees not only about facts regarding the recession and its impacts, rather in ways to change. Share your employees and ask them to share responsibility in bringing in new customers. Sit and speak with your employees asking them to come up with ideas how to offer more, or offer differently, considering the timing. This may result in better figures; moreover, we sense here the togetherness. People say that crisis is an opportunity. I would be happy to give up such opportunities if that's what it takes not to have any crisis. Yet, as the crisis is already here, let us drive higher cohesion between the company's employees.
It is important to be humble. To remember, that even if we think we are the best, we probably are not, and surely not perfect. Not everything is in our hands. In periods of growth and success, we as employers are captive somewhat, as we manage knowledge workers and these are free to leave and find some other place to work. Recession is employers' era. We must not take advantage! We must remain humble. We must remember that tomorrow will be a different era, but furthermore, we must remember to respect the other even though we are in charge and have the authority.
I read the lines above, and I suddenly realize; the crisis and the recess that followed teach us how to act, also in crisis time, but also in every other period. Maybe in recession it is a necessity, but it all times it is probably the proper and more dignified way to act.
Transparency, sensitivity, cohesion, sharing and humbleness. Not to much- yet everything.
Yours,
Moria
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