Dear K.B
First,
it's important for you to pay attention to the fact that the
reductions took place just last week and you are actually still
experiencing the shock that such corporate shake-ups bring.
This is a series of life changing events. It will change the
way you work, the people you work with and how you feel about
the work. You spend nearly half your life on this job. I'd
be far more worried about you if this didn't have such an impact!
Now, let's talk about the level of impact and what you can
do to get through it.
Certainly there's relief that you still have your own job.
You need to know that it's okay to experience this kind of
feeling. No one wants to lose their job unless they control
that decision. You dodged a bullet and are left with survivor
guilt and some anger. Yes, you knew that Janet had two kids
and was a struggling single parent, but you didn't fire Janet.
You had no control over the decisions which were made. Accept
that and find the positives.
You are fortunate that you were considered talented
enough to be one of those still left standing, even though
it feels to you (right now) like you're standing amid smoking
rubble, left there only to survey the damage and plod gamely
on.
Rage against the Machine
At the moment, one of your big fears is that you'll not be
able to handle the increased responsibility. Again, that's
valid but there are steps you can take to minimize the potential
damage to your psyche and your career.
Additionally, you're feeling angry. The key to dealing with
the anger is to channel it in productive ways that present
you both as a professional and a team player. This is
not
the time to go rogue or become militant. Maintain your sense
of professional decorum when leading your remaining team members
through the maze of this restructure.
Remember too, that your team members are feeling the same
way you are. As their team leader, you're going to have to
change how you deal with them a bit to account for their bruised
feelings. Even more daunting is the prospect of coming up with
a comprehensive plan to get the work done in the best possible
way.
Here are some tips to help you get started.
- Schedule a meeting with your immediate supervisor. Express
your concern about getting the work done with so short a
staff. But, keep the focus of the meeting on the steps you
feel need to occur in order to protect your department's
workflow processes.
- Get management buy in on holding a team meeting, and ask
them to be present at this meeting so that the remaining
team feels supported and worthy of attention by management.
People need to hear that they and their feelings matter.
That message should come from your supervisor, rather than
be relayed by you to the team on their behalf. Which is more
effective for you honestly?
Jim wanted me to tell you all he's confident
you can pull together and thank you in advance for your
efforts....
Or having Jim present the very same message in
person to the team?
I wanted to thank you all, and I know this
will be a tough climb, but there's no better team than
this one...
Is it cheerleading? You bet it is, and your team
will need it this kind of motivation if they are to successfully
recover their equilibrium.
- During the team meeting, solicit thoughts from your remaining
team members about how they think the work should be accomplished.
Don't just tell them how it's going to happen. Getting everyone's
buy-in into the new processes that have to be rapidly set
up is mission critical right now. Besides, someone might
have a brilliant idea for a process that you haven't thought
of before. Adversity can bring out good things in people
too, not just negatives.
- Allow team members to express their shock and to grieve
however don't join in that process overly much. It's hard,
but you're senior and it is important that you set the example
not add to the problem. You don't need to be the ice maiden
but keep your comments on the simple side. "Yes, I'm going
to miss Janet, Paul and April as well. We're all going to
have to work very differently in order to fill those shoes,
but I know we can do it."
- Make sure that you're using the WE word often and sincerely.
Mean it when you talk about teamwork, and the team will know
it. Give it lip service only or be insincere, and they will
know that too. Reinforcing for your co-workers that you are
still a team and that you need to pull together might seem
like a "Pollyanna" approach but when people are frightened
and angry it's the best way of helping to calm and reassure
them.
Once you've had a team meeting, it will be important to actually
put processes in place. Some processes you've decided on during
that earlier meeting will work, some won't. Fluidity will become
your new middle name as you work to fine tune priorities, work
flow, keep everyone happy and attempt the impossible, doing
twice as much work with half as much staff.
Make sure you keep your manager up to speed on not only workflow
and work processes but on overall morale. This does NOT mean
you go running to him/her every time someone gripes about long
hours or low pay. Go with solutions in hand.
"The team energy is really low; do you think we could schedule
a lunch (or training, or even a management pep talk) to help
them pull together a bit more?"
| Rebuilding from the ruins |
 |
It's important that you pay attention to your
own personal career during this time as well.
Yes, you may still feel like you want to
leave and that's a viable option. You have
the right to leave. |
| You
have the right to decide you will
not do more work for the same money
and you have every right to determine
where your career path lies. |
|
|
| Before you hand
in that resignation, take some time and look at the positives
that might come out of this process. Your company has
restructured, it's leaner and meaner. Some of the best
rebounds in corporate history have come after this kind
of restructure. Corporate action such as what has occurred
in your office can often bring out the high achievers
within the organization. It allows people to shine who
hadn't the opportunity before, creating new paths and
processes that work more efficiently. |
It's worth reflecting on some potential career positives which
might arise out of this situation for yourself as well. Wouldn't
it be nice to be known as the one who:
- Demonstrated management level skills in pulling the team
together, listening as well as leading
- Ensured sure the work got done by creating new and innovative
processes to make that happen
- Kept upper management informed and always presented solutions
not just problems.
- Provided superior support during a difficult time.
- Exhibited loyalty to the company, your co-workers and
your department
I know the last thing you want to hear right now is the old
adage, "if life gives you lemons, make lemonade", however,
in this case it's worth considering your long term career goals
with this company before jumping ship.
In the world of the office support professional you don't
get to the point where you're leading a team of six without
some pretty solid skills. Use those superior skills now. Lead
your team, get them through it, steer the course and excel
in the process. That's why you're the team leader, because
you excel. You can do it!
Good luck and write me again to let me know how it's going!
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