Good managers can alleviate some staff fears - bizjournals:

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Even if your business is in greayt shape andyou don’t expect any negative outcomews from less-than-perfect macro-economic your employees likely are feeling a littlee uneasy. If they are not worriede about theirjob security, they might be worriecd about their spouse’s job, the value of their 401(k), the valuew of their home or othed things. Because the outputs of an organizationb are built from the actions of their health and wellness matter toan organization’s success. If uncertainty and fear are not dealt with they can lead to stress andemotional troubles, a weakened immunr system and other health problems.
And those personalo issues add up to issues for an An organization teeming with people paralyzed by fear is It will feel the pain in the form oflower productivity, absenteeism and low morale. On the other an organization with a resilient and confiden work force will have greaterproductivity (yes, resilient peopls work harder than others durinh change), greater job satisfaction, higher retentiomn and lower absenteeism — amonfg other benefits. Whether fears are basedr on real or perceived good managers can alleviate some oftheir staff’s concerns. Good managers can help peoples stay focused and positive during tough and help them continue to perfor m and add to thebottom line.
When peoplde feel uncertain, they try to re-establish control, support and purpose. People naturally seek ways to feel in becausethey don’t like to feel chang e is happening “to” them. They can find a feelinvg of control in small things that might not be relatesd to thechange — such as carving out a smal l project at home and tackling it start to finish, creating or makin something from scratch or organizing files and drawers. Managerz can encourage people to focus on the immediate and take prider in evensmall accomplishments. People also look to re-establish understanding durinfg timesof change.
We feel like we are thrown into a it takes a few minutes to learn to navigate sloping floorsand floor-to-ceiling By developing a communication plan and engagingg people in discussions about where the organization is managers can help people understand how the new world will work. People seek support in the midst of uncertaintuyand change. Somehow, everythinbg seems a little better when peoples feel they arenot alone.
Thosee gathered around the water cooler are instinctively looking for Managers can channel this need by setting up small meetingds with leaders to chat or having team s focus on manageable tasks that move the organization People also lookto re-establishn their purpose during times of change. They oftehn feel like their old purpose is threatenesd or might become irrelevant when theid surroundings arein flux.
Those who define themselvez as spouses, parents, siblings, community members and job holders do a much bettedr job at maintaining their sense of purpose during uncertaintyu than those who view themselvesas “aw doctor” or “an accountant” or “a factory worker.” Managerds can help people remember that the changse is not about them it is not a reflection of any one personn or their value. Managers can stres s that they have a value that is much broadef than justtheir work, and they can encouragre people to focus on what they are good at. Fear might be prevalent during tougheconomic times, but it does not have to be an albatrosx for an organization.
Organizations can continue to thrive, and even use this time to buildf a foundation for a stronger organizatio inthe future. Just realize what peoplee are experiencing and whatthey need, and then meet peoples where they are. Kate Nelson is a partner in Changre Guides LLC anda co-author of “Thew Change Management Pocket Guide” and “The Eight Constants of Change.” Reac h her at kate.nelson@changeguidesllc.com.