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Moving Past The Survivor Syndrome
by John Putzier, M.S., SPHR Whether your organization has suffered the loss of employees as a direct result of the terrorist attack, or as a secondary result of its economic fallout, it is critical that we recognize the impact on those who have survived, and to focus on the future. Years ago, when I used to counsel displaced workers, the first objective and indication of progress was when s/he quit talking about what had happened and how it could have been prevented and who to blame, and finally said, “what do I do now?” This is a milestone moment that indicates a readiness to start looking and moving forward. And, that is exactly what organizations must do, and the time is now. It is neither insensitive nor uncaring to embark on initiatives to reinvigorate and re-motivate our workplaces while others have either died or been displaced. It is right and it is necessary. Workplace “survivor syndrome” has the same characteristics as in war or as a result of any other kind of personal loss. Some experience sadness; others experience guilt (why not me?). There is a whole range of legitimate emotions, none of which is productive if prolonged beyond catharsis. So, what can/should a company do to help its survivors get back on track; to get the organization humming along again? What follows are a few ideas that I have taken from my book called “Get Weird! 101 Innovative Ways to Make Your Company a Great Place to Work” (AMACOM, New York, 2001) that may serve as a catalyst to forge ahead in good taste and without major expense or additional disruption. Idea #24: Come on Down! Come on Down! is also known as an “open meeting policy.” If your organization does not practice open book management, this might be the time to start. This may be the time for your organization to move from a “need to know” to a “want to know” philosophy of information sharing. Although this is a good practice anytime, it may be particularly valuable now to open the meeting doors to everyone you can within the company. The three primary benefits to allowing people to attend meetings that are outside their department or their purview are 1) to make them a part of the bigger picture by being able to see it, 2) personal development (i.e., to learn about new areas and inter-relationships), and 3) to build trust and kill the grapevine. The first two are rather obvious, but during a period of crisis and survivor syndrome, the grapevine becomes particularly hyperactive. And, as we all know, the less trust there is, the more dependent people become on the grapevine. Similarly, whenever there is a void of information, it will usually be filled with “worst case scenario assumptions.” Numerous studies have confirmed that the #1 source of information in most organizations is the grapevine (aka water cooler talk, coffeepot talk, etc.). Those same studies have also shown that the #1 preferred source of information is the source itself (i.e., the management/leadership). Open meetings and open book management eliminate the need and value of the grapevine. If you are not ready to open your meetings in general, you can at least have all employee meetings that are not just fluff and sugar coating. Face the facts in public with your people. They know it is a difficult time. Don’t deny it or disguise it. People actually feel better if their feelings are validated by their leadership, even if it isn’t all good news. Then focus on the future and the need and value of everyone who has survived the crisis. Idea #28: Family Day As family values and work/life balance become a greater concern for many people, it is critical to recognize that you have hired family men and women and that the more their significant others feel they are “in the loop” the more everyone can feel a little less stressed. One way to do this is to have a “Family Day” in which you allow your employees to invite their immediate family to the workplace for some type of worthwhile activity. The key word here is “worthwhile.” This should not be a P. R. campaign for the company, but an opportunity to include your employees’ families in a “state of the company” address, or some other event that symbolizes moving forward. At the risk of sounding morbid, think of the analogy of a wake. Whether you have lost employees to death during this crisis, or have had to layoff workers due to the economic impact of it, there is something to be said for the group dynamics of mourning and renewal. Regardless of the activity, be sure that the end result is a positive one. You want people to leave “Family Day” feeling better about themselves and their future. Acknowledge and validate the survivor syndrome experience for the whole family, but educate and enlighten them toward that key transition of “what happens now?” There is a future and you are a part of it. Hallelujah and amen. Idea #40: Food for Thought This idea involves learning over lunch. You may even combine it with Family Day and include significant others. In any event, bring in a guest speaker or even a counselor to address your employees as a group, during lunchtime, and provide a nice buffet or box lunch. The range of topics is diverse, but be sure to make it something non-work related. The topic/speaker should address something that has general, personal interest and is appealing to the masses. Be sure to give everyone advance notice of the event and the topic so they can plan accordingly, and make it voluntary. You might even want to survey your people beforehand to see what topics are of most interest and value to them. You may be surprised, particularly if the survey is anonymous. It may be a health-related, financial or even an escape topic (i.e., something fun). Don’t be afraid to let people laugh again, as long as it is therapeutic and appropriate. You may find this activity so effective that it becomes a regular event. And, if it does, try to put it on a predictable schedule, i.e., every second Tuesday, etc. so people can make it a habit and can schedule their lives around it. Idea #45: Are We Having Fun Yet? When can we start having fun again? No one wants to ask that question for fear that they will be unfairly judged. Just as the television networks delayed their sitcom premiers, and Jay Leno temporarily abandoned his witty politician-bashing monologues; they have both gotten on with the program. “Are We Having Fun Yet!” involves putting together a committee of employees to discuss and recommend ways to lighten up a little at work. Ordinarily the ideas might run the gamut, but for now, you might want to create a fun committee (or some other name that you feel is more palatable) to come up with ideas similar to those in this article, but tailored to your particular organization’s culture and needs. One of the hidden agendas of this idea, especially now, is for the organization to endorse the concept of renewal…and even laughter. By assigning a group to the task, no one person has to bear the burden or the risk of initiating the idea of moving on. Additionally, whatever they come up with, it was their idea, not yours. I do suggest, however, that if this committee continues to function beyond the immediate crisis, that you rotate members on and off regularly. For example, you might drop and add one member at a time on a quarterly basis to create an optimum balance of continuity and freshness. To make it fair and objective, the first members might drop off alphabetically, one-at-a-time, until everyone has been replaced, and then have them drop off by seniority thereafter (i.e., first in-first out). However you do it, make sure that serving on this committee becomes a perk and not a pain, and do everything you can to respond favorably to their ideas. Ultimately, you will be contributing to a culture of creativity and productivity from within, and not just from above. A Final Thought Whether your people are experiencing survivor syndrome or not (and beware of assuming they are not), you have nothing to lose by considering and trying one of these initiatives. I wrote the book “Get Weird!” during a time of economic boom and labor shortages, but the ideas were intended to be tweaked and tailored to any organization in any circumstance. After all, even if the world had not changed on September 11, 2001 would you not still be looking for ways to make the world of work a little better? Now you have an additional impetus to humanize your organization. It’s just the right thing to do. Copyright © John Putzier. All rights reserved. END | |||||||||
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