Internal reorganization, downsizing and succession planning can be times of high employee anxiety. The uncertainty of the future brings about various kinds of stressful environments. Even if an employee’s job is not directly affected, the transitions and changes in the lives of fellow employees have an emotional impact on all.

Five steps can be taken to lessen the stress brought about by transitions in the work force:

First, it is important for the leader or leadership team, whether it be CEOs, pastors, principals, bishops or others in leadership positions to create and exhibit an attitude of caring. Acknowledging the pain and suffering the new situation is generating is a first step. Being available to employees and recognizing their concerns goes a long way in letting people know you care.

Second, listen deeply and demonstrate that you have heard the distresses, the hurts, the perplexities. Deep listening means standing in the shoes of the other as he or she struggles with the necessities such as health insurance, paying mortgages, tuitions, etc., or in the case of restructuring of jobs, the need to learn new skills or work in new departments and augment relationships.

Third, engage in dialogue about needs and concerns. Some of the dialogue needs to focus on internal issues such as timelines, ideas for next steps, reducing stress, building a positive momentum. If jobs are being eliminated, some dialogue needs to be concentrated on external needs such job transitions and practical items such as severance pay and health insurance, etc.

Fourth, secure transition resources. It is important to transition well, even when resources are limited. Providing for sessions dealing with loss and letting go for all employees is important. Offering inservices for those involved in the new structure makes fresh beginnings possible for veteran as well as new employees. Recognizing feelings as well as being clear about the purpose and direction of the new entity is important. For instance, if parishes are to merge, or departments be reconfigured, or hospitals are to be consolidated, it is important for the employees to have some input into the future realities. This increases ownership and decreases resistance.

Fifth Max DePree in Leadership is an Art, states the first job of the leader is to define reality and the last is to express gratitude. Genuine expressions of gratitude, made as specific as possible, are extraordinarily valuable during times of transition. It is one thing to lose one’s job due to economic conditions, personnel decisions or advanced technology. It is another to lose it with no sense that one has made significant contributions to the organization. Genuine expressions of gratitude are extremely significant in helping both individuals and organizations move forward.

The pain of transitions can never be eliminated. However, by considering the steps outlined above, a leader can truly make a difference in how people and companies move forward.

Maureen Gallagher, Senior Consultant
The Reid Group