Text: Johann Koegelenberg. Article from the June/July 2013 issue of Your Business Magazine.
Ensure that you communicate constructively to mobilise your entire team during tough times and stand amazed at what you can achieve together…
With energy and labour costs on the rise, increasing competition, customers becoming more and more demanding and price wars rife, many business owners are facing incredibly challenging times. The big mistake that many business owners are making is trying to turn things around on their own or with help of senior management only. A big boat can be turned around faster and with greater ease if all the passengers are doing their bit and paddling in the right direction. Business owners often put off telling employees of their woes in the fear that they will panic and prematurely jump ship.
Managers shy away from having these difficult conversations with their employees because of the discomfort of facing questions to which they do not necessarily have all the answers. It is important, however, to note that these discussions are a sign of significant trust in your employees and that, in the end, they have a right to know.
Let’s have a look at how you should go about having these conversations in your business:
1. Choose the right person
Make sure that the person communicating with your employees is someone that they trust.
2. Prepare thoroughly
Brainstorm potential questions that employees may have and prepare your answers accordingly. Keep in mind that questions that you haven’t thought of will most likely come up, so be ready to answer off the cuff; if you need time to think about the answer tell your employees that you will revert with an answer. Make sure that you honour this commitment and that you do so promptly.
3. Be factual, honest and sincere
Try not to become overly emotional. If you need to apologise, do so. Be prepared to be criticised, challenged and questioned throughout this recovery period. Encourage this behaviour and be grateful for employees who still care so passionately about your business.
4. Be clear
If you expect staff to cut all extraneous costs, be clear on what you consider as extraneous. For example, not everyone will view training, catering for on-site meetings or venue fees for off-site meetings as luxuries.
5. Make your commitment clear
Make sure that employees understand that you are committed to sticking it out and reassure them that you will do your best to find a way to turn things around. Any changes in the management team or public disagreement between members of the management team during this time will create more uncertainty and should be avoided. It goes without saying that you should not make promises that you can’t keep.
6. Pull together
Remind team members that it is natural for tensions to rise during challenging times, but that you expect them to look out for each other, pull together and support each other.
7. Squash rumours with honesty
Where you do not provide the true story, people will make up stories of their own. Make it very clear that spreading rumours will not be tolerated and make sure that you back this up with your actions.
8. Set an example
Be fair and consistent. Don’t allow one department to spend on luxuries whilst holding another department accountable for savings. Don’t approve any unnecessary expenditure.
9. Agree on targets
Track your progress against any targets set, regularly update your team and acknowledge employees who are working together to achieve the common goal. Once things take a turn for the better and have stabilised, reward employees appropriately.
These guidelines will serve you well during good times and bad. They’ll help you to communicate constructively and rally your team to the cause.
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