After this chapter the student should have acquired the following knowledge and skills: Recognize your followership style and take steps to become a more effective follower; understand the leader’s role in developing effective followers; apply the principles of effective followership, including responsibility, service, challenging authority, participating in change, and knowing when to leave;...
Art of Leadership & Motivation HRM – 760 Lecture - FACILITATOR Prof Dr Mohammad Majid Mahmood Role of Leaders in Downsizing: Who Goes and Who Stays? Faulty Assumptions • Leaders will handle the downsizing just fine because “they are leaders” • Once we get past the downsizing, things will return to normal • We only need to worry about what is happening inside the organization walls The Tough Part of Downsizing: How to say what you don’t want to say to people who don’t want to hear it Downsizing What is Downsizing? • Downsizing - process of reducing the number of employees within an organization by eliminating jobs Downsizing What is Downsizing? • A downsizing strategy improve its financial performance (Robbins & Pearce, 1992) • A reduction of the workforce is one of only several possible ways of improving profitability or reducing costs Downsizing Why Firms Downsize? • Reduce costs • Reduce layers of management to increase decision making speed and get closer to the customer • Sharpen focus on core competencies of the firm, and outsource nonessential activities • Generate positive reactions from shareholders Downsizing • Downsizing doesn’t guarantee improvements or cost savings • It can have a devastating impact on employee morale Downsizing Issues 2011 (EASNA Survey) Financial Stress Legal Violence There is no perfect way to handle downsizing that “feels right” or “goes well” for everyone involved 10 What to say in Downsizing • • • • Get to the point quickly Avoid words like “fire” and “terminate” Do not argue Be prepared to listen sensitively but limit discussion- 22 What to say in Downsizing • Be honest: – Tell the employee why he or she is being laid off – You may cushion the poor performance assessment in a variety of ways, but the truth must be told – For any downsizings due to poor performance, a recent record of poor performance reviews will support your decision and justify it to the employee It may also be used as evidence if a wrongful dismissal suit is filed against the employer 23 What to say in Downsizing • Be compassionate: – Being laid off can be painful Show the terminated employee some sympathy and understanding – If your company has the capability, provide outplacement services or job counseling to help cushion the blow – Keep the employee's ego in mind - you can provide it by praising previous accomplishments 24 Completing the Downsizing Meeting • Listen and acknowledge concerns • Remember this is not personal • Stop giving unnecessary information- the employee is not hearing you • Have tissues available • Offer to end the meeting or give the employee a moment to leave 25 Completing the Downsizing Meeting • Listen intently by concentrating on what the person is saying • Don’t interrupt- focus on the employee • Be patient – hear the employee out in the limited amount of time allotted 26 Completing the Downsizing Meeting • Give employee(s) written materials • Thank the employee for service and commitment to the organization • Discuss reference for future employment 27 PREPARING FOR A WORSE CASE SCENARIO: 28 Recognizing the Angry/Threatening Employee • Early identification is key • Employees who may respond with potential violence are those who: – Continually express discontent – Display unmanageable incidents of anger – Demonstrate verbal/non-verbal threats or intimidation – Verbalize plan to hurt self or others – Show an inability to take criticism – Express feelings of being victimized 29 Responding to the Angry/Threatening Employee • Have security available before the meeting • Acknowledge the person’s feelings • Establish ground rules if unreasonable behavior persists • Use delaying tactics – Leave the room – Offer water 30 Responding to the Angry/Threatening Employee • Accept criticism of the organization or self in a positive way • Be an sympathetic listener • Maintain a relaxed yet attentive posture 31 Responding to the Angry/Threatening Employee Do NOT • Use styles of communication such as disrespect • Pose in challenging stances such as standing with arms crossed or at hips • Challenge or threaten the individual(s) • Attempt to bargain with the threatening individual(s) • Make false statements or promises you cannot keep 32 Responding to the Survivors • Communicate, communicate, communicate • Recognize, support and reward good performance • Inform about coming changes • Provide a realistic picture of the organization’s future • Listen and show respect • Ask employees their opinion about things 33 Responding to the Survivors • Acknowledge the right direction and right attitudes, not wait until a project is completed • Celebrate small successes • Make training/development opportunities available • Offer survivors to share feelings, concerns about the past • Encourage and coach 34 Be calm and honest FINALLY 35 FACILITATOR Prof. Dr. Mohammad Majid Mahmood Bagram 36 ... The Tough Part of Downsizing: How to say what you don’t want to say to people who don’t want to hear it Downsizing What is Downsizing? • Downsizing - process of reducing the number of employees... 1992) • A reduction of the workforce is one of only several possible ways of improving profitability or reducing costs Downsizing Why Firms Downsize? • Reduce costs • Reduce layers of management to... understanding the personal impact of downsizings and change • Stress typically increases in response to restructuring or increased workload • The work environment is marked by fear of job loss and