Kathi and Katherine talk cutbacks, setbacks and layoffs on this week’s episode of the My Crazy Office podcast.
First we give advice with how to cope if you have had your salary cut, were laid off or demoted.
Then we discuss how managers and bosses can cope with having to have these conversations with staff.
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Kathi and Katherine talk about uncertainty on this week’s My Crazy Office Overtime show.
How should you deal with uncertainty at work and in what ways can it show up?
Listen to this week’s podcast here.
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In just a matter of days, the coronavirus pushed people inside their homes, accelerating a digital transformation around the world.
Getting workers out of their homes and back into offices is going to prove harder. According to a new survey by researchers at India-based workplace services firm Ionotrics and San Diego–based Global Workplace Analytics:
77 percent of the workforce wants to continue to work from home at least part of the time once the pandemic is over. That’s up from 60 percent one month ago. That’s a 132 percent increase from before the coronavirus crisis, according to the Work-from-Home Experience Survey in which more than 2,600 employees from around the world participated.
As the country is opening up, employees are faced with a decision – do they go back to the office or not? Many of my clients are telling me that members of their staff are fearful about returning. Compassion still reigns. You may have to consider each person, and the factors that they are grappling with. If you have a staff member who fits into any of the following categories, their return will most likely be delayed:
In some states, employees who fit into one of these categories may qualify for unemployment – if they must return to the office and are not able to. Other employees most likely need reassurance and to be listened to. It’s important to calm nerves and listen to staff concerns. Here are some guiding principles:
Coming out of the cave after a long winter, a bear needs time to acclimate. You may want to start with visiting the office ahead of opening, and encouraging your staff to do the same. Then try two days the first week and see how it goes.
Professional coaches, therapists and clergy can talk to your staff about their mental health. It will pay off in the long run.
Create guidelines for behavior in these conversations, and have a moderator who keeps the conversation constructive. Offer books and movies as resources. Have conversations that allow staff to express their fear, pain, and anger. This kind of sharing can be extremely emotional, so make sure you to have professional support around it.
Sure, we are working to earn money, and companies must be profitable to hire people, and I know that in some industries robots will replace people. Given this reality, how can you make the workplace a desirable and safe place so that people want to work for you?
Please let us know how the transition back to the office works for you and your company.
Kathi Elster – Executive Coach and co-owner of K Squared Enterprises.
Contact us at info@mycrazyoffice.co for any further help around this topic.
You may be the leader of a large organization, the executive director of a nonprofit, the manager of a team, the owner of a business with a few staff, or the sole proprietor of a small business. It does not matter how many people directly report to you. At this time, we are all called to be leaders. What does that mean?
1 – Be the calm in the storm. One of my clients is the Executive Director of a large retirement community. After describing the extensive plan she’d developed to protect all residents and staff from the virus, she said, “You want me in a crisis, because when everyone gets upset I get calm.” She shared her process: “I make my lists and methodically take care of each item as calmly as possible. I think through what could go wrong, and take steps to eliminate every problem as best as I can.”
2 – Make tough decisions. Confronted with the prospect of several months of delayed revenue, managers, business owners and CEO’s everywhere face tough decisions. One CEO told me she’d asked her CFO for a cash projection for the year. To her surprise, she found out that her organization had more cash on hand than she’d originally thought. Because money will be coming in, she does not have to let people go. Another CEO conducted the same kind of financial analysis for her organization with less favorable results. She is preparing to lay staff off.
3 – Be the positive voice, and at the same time be realistic. It is time to be transparent. I know you’re thinking that the term transparent has been overused. Transparent simply means tell the truth. If you know that your company or department or organization must take difficult steps like letting staff go, communicate that clearly. Describe the problem and what you are doing about it: “We may have to let some people go. We may lose business. But we are looking to secure financing.” Tell them the truth. Tell them you are doing all you can – then deliver on your promise; they are watching.
4 – Care about your people like you have never cared before. I had a client ask, “How are you doing?” I said, “Fine.” She said, “No. Tell me how you are really doing.” That individual showed true concern for my well-being. Take the lead in this area, and express true interest in your staff’s physical, mental and emotional state. I have another client who is holding a virtual happy hour for her employees every day at 6:00 pm – participation not required. If you manage people who are considered essential workers, give them food, drinks, cash – whatever they need. And be sure to take care of their families.
5 – Look for creative ways to give. This is not a time to look for business. It will come if you show and believe we are all in this together. Think Give not Get. Can your company retool and make masks or hospital gowns for medial staff? Can you put your services online? Shaun the co-owner of Seagull Hair salon here in NYC, is putting up tutorials on how to cut your bangs, touch up your roots and trim your beard at home. Think out of the box: How can you keep your clients be engaged without any expectations? When you return to work, your clients will return to you because they received from you.
6 – Make sacrifices. This is a time when you may have to ask staff to take pay cuts. Those pay cuts should not exclude you. You may have staff that are home schooling while their partner is an essential worker. You might want to take on some of their work to lighten their load.
Kathi Elster – Executive Coach and co-owner of K Squared Enterprises.
Contact us at info@mycrazyoffice.co with any questions or for further help around this topic.
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Bestselling authors Katherine and Kathi use humor and a slue of engaging techniques to mediate solutions for individuals at every level of employment — from executives to managers to frontline employees.
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