Andrew Chan

The current economic crisis has put most business leaders between a rock and a hard place.  This downturn is obvious (unless of course you avoid turning on the TV, picking up a newspaper, or you’ve simply shut yourself out from talking to everyman and his dog), and the pressure on staff and productivity has never been greater. 

On the one hand, managers want to share information with line staff on the company’s performance and the potential challenges ahead hoping this will whip staff into a sense of urgency and hyperactivity that produces the results of two; but the message may also be interpreted by some to be grim and you may find yourself with staff dragging themselves into work just hoping their keycard still works and they don’t find an envelop left on their desk.   

Then we find companies who keep the message positive and upbeat, giving every assurance possible that the light through the tunnel is near, hoping the confidence instilled will produce a happy workforce that perform better knowing they’re in safe environment; but then again, these same companies may find the sense of urgency gone as those same staff feel too secure and we’re back to square one of pressing the panic button.

So, it’s certainly a fine tightrope to walk for business leaders.  What’s the right strategy for you?