As an employee in a company, you know that your position cannot be taken for granted, and that changes outside of your control can threaten your role and affect your everyday life.
As a manager, you know that you will occasionally have to facilitate reassignments and cutbacks to ensure the company's living conditions.
In times of crisis, it can be a thankless task to be a leader and the one who repeatedly delivers bad news. It may be necessary to lay off employees or reduce positions. Even if you want to create security among employees, you do not always have the opportunity to announce an end to the misery. This will affect the psychological working environment and can create insecurity in the employee group and, not least, distrust of management.
Many managers feel great discomfort at not being able to communicate information that creates security among employees. The need to create security among others is both human and sympathetic. The manager often has good intentions to create a psychologically safe working environment. But what can unfortunately happen when the manager cannot deliver good news is that the manager refrains from announcing anything clearly at all. This is experienced from the employees' point of view as silence or vagueness. In times of crisis, silence or vagueness from decision-makers is one of the things that creates the most insecurity among us.
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In an attempt to spare his employees from making unsafe statements, the manager may therefore create greater distrust, dissatisfaction and insecurity. You can reinforce the fear of layoffs, or give employees a feeling of not being included in the important dialogues. This is an unfortunate outcome of an approach that had good intentions. Because in times of crisis, the best management tool is honesty.
Your employees are aware that times of crisis require changes and cuts. It is therefore important to clearly state that, for example, you cannot guarantee that further cuts will not be made. As a manager, you can usefully point out what you are doing to try to prevent this, but be honest about the fact that there are no guarantees.
When you have nothing new to announce, announce it. At the same time, assure your employees that you will let them know as soon as there are changes. In the meantime, it will strengthen the employee group that you listen to their fears and frustrations, either as a group or individually. As leaders, we must tolerate our employees' frustrations, and tolerate that we cannot eliminate these frustrations by having all the right answers. This is part of the leadership task. But know that when you as a leader listen and acknowledge this frustration, this in itself has a soothing effect and promotes the psychological working environment. Share your own frustration at not being able to bring better news, and tell us what you hope and want the future to look like for your employees here at your workplace.
When we are managers and employees, we are also just people. We need clarity and honesty to cultivate trust and cooperation in working relationships. This is crucial both for the psychological working environment among the remaining employees, and for how dismissed employees carry their history and work identity forward. In the vast majority of cases, this has an impact on how smoothly the dismissed can navigate through the change process, and how quickly they can find a foothold in the labor market again. Therefore, as a manager, you must dare to choose honesty as your ultimate management tool – in times of crisis and in times of peace.
