The Great Distraction

Huh? What did you say? Are you distracted at work? You may think you are not, but your employees seem to be.

Is it any wonder? Difficult economic conditions, combined with a 24-hour news cycle, make it easy for employees to become distracted. Combine that with fears of layoffs, cutbacks, and other unknowns, and you have the makings of a very inefficient workplace.

Managers can combat the big distraction in many different ways. Some of which are direct, and others down right funny. Executives & Professionals: Changing Jobs?

With U.S. unemployment in 1Q2009 near 10%, most people know of someone who has been laid off. That is a terrifying feeling on any day of the week. However, as the value of most peoples' homes has fallen, as well as retirement savings, this fear takes on a new dynamic. As a manager, if layoffs are planned, be honest and provide as much lead time as possible. Don't be coy. Folks need as much time as possible. There is a risk that some employees will leave at the rumor of a layoff, but focus your attention on the core of employees. Organic Flowers & Gourmet Gifts

If you have finished reducing staff, you need to motivate your remaining staff. Organize a contest to promote teamwork and achievement. Set motivational goals and reward them with a sign of recognition. The purpose is to demonstrate confidence in the future. Focusing on delivering high customer service and quality is critical in a down economic environment. Find a way to incentivize the behavior and acknowledge it very publicly. The rewards don't have to be expensive, just meaningful.

Save $50 on Trademark text and logo search

Finally, acknowledge the stress and distractions. Be willing to talk about employee's concerns. For folks really stressed out, consider offering a day off. Make sure to remind people of the Employee Assistance Plan (EAP), if your company has one. The goal is help people express their concerns, be relieved of them, and get back to work at hand.

Fear, uncertainty, and doubt create distractions. While you may not be able resolve macro distractions, such as a recession or unemployment, you can certainly create a positive atmosphere and provide a listening ear. Don't forget about yourself either!

The Value of Human Life

As reported in many news outlets, David Kellermann, the acting CFO of Freddie Mac was found dead in his home on 22 April 2009. Initial reports indicate suicide. His death should be a reminder to all of us that human life is more valuable than career, wealth, houses, or just about anything else.

As we are all aware, the financial crisis of 2009 is taking an incredible toll on millions of people world-wide. As a manager, you spend a significant amount of time with people like David Kellermann, people exposed not only to job stress but also to personal financial stress. This stress can lead people to make desperate decisions.

As a manager, one of your greatest responsibilities is to ensure the well-being of your employees. If you discover an employee is faced with an exceptionally difficult set of circumstances, engage that employee immediately and provide, at a minimum, moral support. Look to provide any available assistance, such as an EAP (Employee Assistance Plan), or even some time off. Reassure the employee and provide encouragement as well as a safe place to listen.

As each of us views the difficulty we are under, never believe that your life or the life of another is no longer worth living. While the stress appears crushing, it can be managed. Help can be had and the choice to live should be made. Great resources can be found at SAVE.org

While I didn't know David Kellermann, or his family, I remember them in my thoughts and prayers, and ask you to do the same. If you know someone who is suffering, offer them any help you can. Take all signs or warnings of suicide seriously and get help!

Life is worth living and protecting!

Many thanks to "Dollars and Sense," as it was the inspiration for this article.

Helping an Employee Cope with Grief

Death is a difficult reality, especially when an employee loses a loved one. Individuals deal with grief in different ways and often are unaware of a change in there behavior. Managers, by and large, are not mental health professionals, but should be compassionate human beings willing to demonstrate that compassion and help their employees through a very difficult time.

Having lost one of my parents when they were not even 50 was pretty traumatic. While I had lost my grandparents as a child and adult, losing my mother when I was 27 was pretty terrible. I found myself in a state of shock and emotionally very unsure.

While my manager and coworkers showed compassion, what was lacking was guidance on how the grieving process would impact my work.

When I was an officer in the US Army, we were trained in how to handle grieving soldiers. Much of that training has been very helpful and relevant. In general, the enormity of the emotional stress from a death consumes a significant portion of critical thinking resources. In a sense, a grieving person isn't functioning at full strength.

To help manage that, the employee needs to be reassured that they are supported in their attempt to get back on with their life. Additionally, the employee needs to know what to expect, specifically, difficulty focusing as well as limited short-term memory. It is also wise not to require any significant decision making for at least six weeks, as it can take that long to begin to regain a sense of normality.

If possible, encourage the employee to have a "buddy" or colleague keep an eye on them and QA their work if necessary. Also, a grieving employee may need flexibility in attending to final arrangements of the deceased, such as legal matters, property and asset disposal, etc. Additionally, many employers have Employee Assistance Plans (EAP) which allow the employee to speak with a counselor via phone.

Death is inevitable. As employees face the death of a loved one or major figure in their life, managers need a sensitivity as well as realistic expectations in supporting that employee. Flexibility, communication, and the buddy system can help the employee regain a sense of normality and give them the support they need in one of the most difficult times of life.