When work doesn't work any more
With employment news hitting the headlines again it is appropriate to reflect on how people are affected when their jobs are at risk or when relationships – usually between those in charge and those who work for them – break down.
- Today, the army has told 38 people their jobs will end in 12
months’ time – and it has done so by email. The army’s assistant general chief
of staff and the government have apologised for the unacceptable way in which
they broke the news to the long-serving soldiers.
- This week, the RAF announced that about 50 of its trainee
pilots could face redundancy and that it will not take any new students next
year, ending the careers of people whose hopes seemed built on strong
foundations, and disappointing others who had seen a positive future.
- Throughout this month, widespread media coverage has been
given to the fact that the future of our libraries is at risk, potentially
putting thousands of librarians out of work.
- And, again this month, the long-running dispute at British
Airways filled more column inches when its recent ballot was declared unlawful,
creating more uncertainties for cabin crew whose jobs are under threat.
These high profile cases have attracted sympathy from the public; there is a collective understanding of the disappointment, frustrations and irritations those affected must feel. But, for most people whose jobs are unsatisfactory or at risk, or whose relationships at work have deteriorated, there is no guarantee of understanding from anyone; their bosses, colleagues, family, friends might be too preoccupied by their own work or home lives to provide support.
At work, the highs and lows reverse: when morale dips and motivation wanes, production falls and absenteeism rises. Diffidence increases, tensions heighten, commitment slumps. Managers might not be equipped to manage these new situations or ask for help; respect for them dissipates; their achievements come under closer scrutiny – they, too, struggle to keep up the pace.
The private lives of the people whose jobs are at risk might also fall apart creating tensions, conflict, stress, a withdrawal from normal life and perhaps a drift into risky behaviour.
Professional advice – coaching, counselling, mentoring, mediation, training – can help individuals, individually or in teams, by building confidence, inspiring people, reducing conflict. It can also create a business shift – providing strategic advice on workplace policies, building skills for handling difficult situations or people, devising policies and practices that engender focus, build confidence, strengthen leadership and reshape the corporate culture.
In all four examples highlighted above, professional support and advice could create huge positive shifts for the people - and for the organisations - involved.
15/02/2011 | Posted in Mediation, Counselling,
Building pride and commitment at work: taking lessons from sport
With England riding high in The Ashes, a collective sense of pride seems to be sweeping through the nation. Even people whose knowledge of cricket extends no further than knowing it is played in whites on village greens have been caught up in following our team’s success, even if only in passing. At the same time we learned the disappointing news that Britain had failed to be chosen to host the football world cup in 2018.
Both events offer lessons about building pride and commitment at work.
With The Ashes, sports commentators convey the news enthusiastically on every medium – television, radio, print, the Internet – praising individual cricketers’ achievements and the team’s approach. There is no doubt that the team is pulling together and praise is being given to all as well as to each team player separately.
With the world cup announcement, all three leaders (prime minister David Cameron, HRH Prince William, David Beckham) spoke separately, but similarly, about the decision – praising the team who had put together an exemplary bid, criticising no one for their efforts. The overall message was everyone had done more than their bit; no one person was to blame; everyone was in this together.
These leadership approaches – giving praise where praise is due, shouldering the responsibility when things go wrong, communicating clearly to team members and beyond – specifically to build morale, commitment, loyalty, dedication and pride are typical in sport. They are less typical in organisations and businesses – though they are needed there just as much.
When morale is low, commitment, loyalty, dedication and pride plummet; absenteeism increases. Productivity and profits fall which puts jobs at risk, further depressing morale. Meanwhile, managers may be forced to focus on short-term targets, leaving staff to manage on their own, often in a communication vacuum.
This is when businesses need to adopt tactics used routinely in the sporting world – using experts (the equivalent of a team coach) not only to help devise ways of rebuilding individual morale and a collective team spirit but also to provide the hands-on effort needed to work with the team’s members and communicate with staff. We regularly act as team coach for the businesses we work with, rebuilding morale so staff and managers find it easier to work at peak performance.
14/12/2010 | Posted in Mediation, Psychotherapy,
