Despite an economic slowdown and widespread layoffs, companies cannot afford to lose the talent war. In a knowledge-based, talent-centric global economy driven by ideas, the company with the best talent wins. Period. Jettisoning employees in financial tough times can very well result in losing industrious producers, top talent, longtime workers, and top managers. Such shortsightedness can be costly on many fronts. The cost of recruiting talented workers typically runs 70-200% of their annual salaries. A loss of sales staff can hurt a company's bottom line. Lose productive people and the customer might be penalized. And the resulting morale decline can take a toll on employee engagement-being fully connected with producing great results for an organization. A company doesn't make profits. People do. So here's the operative question: are job eliminations, workforce realignments strategically driven, designed to foster long-term growth? Do these practices allow organizations to reposition themselves competitively and take advantage of new opportunities? If so, than this is the message that must be spoken, written, lived from the top down. And retention-re-engagement-efforts become imperative. It's too late to undo the layoffs that have already happened. Let's focus on how to rebuild the broken communities that are left behind.

Tip #10: Stop re-arranging the deck chairs. The greatest problem with change is that no one wants to admit that it can happen to them. Be honest about potential downturns and get ready. Don’t create the doomsday, hand-wringing scenarios but ones that are well thought-out with a plan of action in your back pocket. Contingency is the name of the game. It’s rather like a fire drill. If you don’t have a plan, you can burn up! Tip #9: Go with what “brung ya.” My great-grandfather always said that what he knew was “shoes”. He didn’t know how to publish books, how to sell pigs feet, or how to make a car. He stuck to what he knew: shoes. Since 1880, Reineberg’s Shoe Store has served the folks of York, PA. In an era where companies come and go, my family has stuck to what they know: shoes! It’s a simple testament to focus, to listening to the customers, to not speculating about acquisitions and mergers that make no sense from a resident knowledge base. Build your core and play to win from that strength. Tip #8 Stop reading and listening to “the news”. A steady dose of downturns, depressing statistics, gloomy forecasts, and shrill broadcasters can have anyone running for cover. Beside, it’s a waste of productive time to constantly be checking stock prices. Find one trusted source, listen or read it once, and then—GET ON WITH IT! What will you chose to do now to advance today? So much of resiliency is a mental trip—a mindset that says “Yes I can” regardless of all the “No you can’t” pundits. Positive presumption has moved football teams and armies. It can move you. Tip #7 Fire up. Don’t flame out. Exhausted teams can’t carry a ball, a race, or an Olympic flag. Make sure that what you ask yourself and your team to do has clear implication for the future—and not just some exercise in futility that is done “because it’s the way we’ve always done it.” This is a great time to streamline, to examine procedures, to throw out and to straighten up. Fire people up with possibilities and stories of hope. Can you make a vision real? Meaningful? Everyone needs that picture. No one hops out of bed to give shareholders a greater return on their investment. As Seth Godin writes, “Can you imagine Apple founder Steve Job showing up for a paycheck?” Not a chance. He showed up for something he believes in. Tip #6 Court and carry your valued customers. It is far too easy to lose valued customers if price and financial returns are the only basis for building a long-term relationship. Protect your customers now by asking what you can do to help them. Maybe they can’t buy your product or services now—but you might be able to offer something else. Or maybe, throw in a lagniappe—a little bit more. Tip #5 Communicate without ceasing. In the absence of information, people often connect the dots in the most pathological way possible. Transparency and honesty are keys in keeping people connected and calm. How much better it is to know what we face together and what is being done than to guess and gossip about situations. Tip #4 Celebrate small wins. When times are tough, we need a daily dose of encouragement. What would happen if you ended each day on a positive note? What would happen if you closed by mentally congratulating yourself on what you did do? Tip #3: Do what others are not willing to do. Look for innovation. Train employees. Yes, spend money. Wisely. That’s what your competition is not doing. If you focus on quality instead of cutting corners, you will be poised to come out on top. Let any pain be felt from the top first. Too many organizations and government agencies solve budget deficits by going after “the little guys” first. Big mistake. Remember when Chrysler CEO Iacocca took $1 in salary? Employee and customer admiration and loyalty resulted. Tip #2:  Upsize your way to greatness. This is definitely what few will do. But cutting into muscle and bone only makes the corporate body ill equipped to re-enter the business arena when the economy improves. While others must build back bench strength and start from scratch, you are ready because you have been training and hiring for this moment. Consider encouraging older employees to take half-time retirement so they can pass along knowledge to newer and younger employees. It might be the perfect time to upgrade your skills. Tip #1: Say thank you. Nothing attracts supporters like positive energy. When times are tough, staying positive seems like a hard battle. Gratitude is the key. The work conducted at the University of Pennsylvania by Dr. Martin Seligman underscores the value of expressing gratitude on a daily basis. Studies of character strength in tens of thousands of people across the U.S. have shown that feeling and practicing gratitude is the single strongest predictor of satisfaction with life. Find three people each day and tell them why you are grateful for them. Write down three “gratitudes” each night in a journal. You’ll sleep better. In the words of philosopher Howard Zinn, “To have hope one doesn’t need certainty, only possibility.” Here’s to the possibility of a transformed and brighter tomorrow. If you need support for getting through tough times read my book “Your Resiliency GPS: A Guide for Growing through Life" at https://www.eileenmcdargh.com/your-resiliency-gps-book

The flight left on time, winging its way to Portland for a brief  touchdown and then off to Juneau for our 30th wedding anniversary.  Glacier Bay. We will pick up a 24-passenger boat.  A naturalist. One  week. Kayaking. Hiking. AND... NO computer or email . YAHHOOO! If you travel at all, you know that flying has its own built in  stresses that can set the tone for any trip.  Thankfully, we were on  Alaska Airlines with Beth. Beth greeted every passenger with a smile and helped folks get their  luggage stored. (On today’s flights-this is NOT an easy task). She  paused to talk and beamed when I told her the reason for the flight  AND that we’d have a special, short visit with our GRANDdaughters. We  told her we always brought them the little snack mix packet they handed out aboard. In a heartbeat she was back, dumping 10 little snack packs on the lap.  “Here, she said.” “Take these to the children.” It was then that I looked closer at her official name tag, BETH.  But what  caught my eye was the one underneath it.  Same official bronze tag.  Only this one said: “committed to kindness.” I raised my eyebrow and pointed to the words. “My manager watched me work and figured that this was what I was all about so she made me this name tag.” Beth smiled. “It so touched me. I realize I cannot have a bad day when I look down and see the tag.  Just  can’t be wearing it unless I practice it. So—I buck up and forge ahead into whatever kind of day we are having.” What a concept. When Beth’s manager called out this virtue to her, she created a self-fulfilling prophecy.  Made me wonder if all of us were given little name tags that said “committed to kindness” would we change? If even a small percentage of us acted on that notion, our work, our families and our community might be different. I’ll see if I can practice this in Alaska. On the ship. On the plane.  And hopefully, when we circle back to the “real” world of work. Does your organization need help making staff feel treasured? Consider my "The Power of Engagement: Crafting Connections That Count For People Who Matter" topic and I'll customize it for your audience.

If you’re in the unfortunate place where you’ve had to let some folks go, be aware that the phrase “well, you’re lucky to have a job” will get you NO where.  Left unchecked, employees often suffer anger, guilt, anxiety, maybe even envy if someone got “a package”. Fail to address this and you could have a survivor epidemic on your hands. Here are some practical steps: Let employees know that employee cutbacks were done as a last measure and why. Let employees know that everyone—including you--is having a difficult time with the transition. Deliver a very clear, visual message of what you see is the PURPOSE of the organization that remains regardless of the economy. (And the purpose is NOT to increase shareholder value.  What is the VALUE of the product or service of what the organization does?) Clearly outline a PLAN for moving forward, indicating exactly what senior leadership will be doing.  Employees need to have comfort that someone is guiding the ship. Relate what is the PART employees will play in the new world. Don’t be vague and mushy.  People need to know exactly where the fit and what is expected of them Open yourself to hearing what expectations employees have of you. Be candid about what you can and cannot do.

George Elton Mayo (1880-1949) worked for the Hawthorne Works of General Electric Company. He managed human behavior experiments between 1924 and 1927 and is widely considered to be the creator of the human relations movement. Mayo reached certain conclusions and has been widely quoted and published. He discovered: That work is a group activity. The social world of the adult is primarily patterned about work activity. The need for recognition, security and sense of belonging is more important in determining workers' morale and productivity than the physical conditions under which he works. A complaint is not necessarily an objective recital of facts; it is commonly a symptom manifesting disturbance of an individual's status position. The worker is a person whose attitudes and effectiveness are conditioned by social demands from both inside and outside the work plant. Informal groups within the work plant exercise strong social controls over the work habits and attitudes of the individual worker. The change from an established society in the home to an adaptive society in the work plant resulting from the use of new techniques tends continually to disrupt the social organization of a work plant and industry generally. Group collaboration does not occur by accident; it must be planned and developed. If group collaboration is achieved the human relations within a work plant may reach a cohesion which resists the disrupting effects of adaptive society. Although you may not agree with all of his conclusions you can clearly see a pattern of importance regarding communication. Communications and teamwork greatly enhances work satisfaction and employee retention. If you would like to know how to increase effective communications in your workplace consider reading my book Talk A'int Cheap...It's Priceless. If you would like to purchase books for all of your employees call me at 949-637-4233.