How to Manage in a Downturn

Introduction
As layoffs continue to mount, shortened work weeks are required; we must remember to take care of ourselves, and the staff that remain on the job. There still is work to get done, and goals to meet. In this time of change there's an opportunity to reexamine what we do, and how we do it - especially if remaining staff must do more - or take on new roles and responsibilities.
There are 3 organizational components that should always be monitored, and possibly more so right now - people, process, and organizational needs - PPO.

People
As a manager or senior executive you must figuratively embrace your current staff and offer them support. Remaining staff after a layoff become an even more important asset than usual. In order to maintain momentum, and to meet identified goals, albeit modified goals in response to the changing external environment, current staff need to know they are appreciated, and are needed for company stability. And, since no one wants any surprises right now, ongoing, open communication of what's going on is vital information.

Challenge staff to consider ways to improve communication and how best to share important information. Ask them how they want to be kept informed and what they need to be able to do their job and meet performance goals. This is a difficult time to work and produce - everyone needs to consider how to build morale and continue to do what needs to get done.

Process
When processes are correctly in place, and working well, they are helpful to staff and to the daily needs of work that include:

•how we work together,
• how information and knowledge is shared,
• what protocols are in place and acceptable,
• how issues are aired and dealt with.

Right now, gaps in processes will rise to the surface due to external stresses and the modified needs of the organization. As you can see, in times of change or crises, opportunities present themselves to see things differently or more clearly. As a result, creativity and innovation is ignited, and sometimes great new things can be initiated.

Organizational
This is the time to listen to the rhetoric of organizational change and development. Companies need to turn their attention to how they can be more productive, more competitive, better organized, and more supportive of their talent then their competitors.

A first step in this improvement process is to identify where things have lagged and what is needed for growth, or change. Use this time to review, and evaluate how the organizational structure can be designed so it fluctuates with internal and external changes. Also, build organizational cohesion by:
• creating cross functional teams,
• identifying individual performance goals and aligning them to organizational needs,
• supporting personal and professional development through training, and coaching.

All these efforts will make you better prepared and stronger when the market improves.

Summary
The economic downturn is difficult, and possibly catastrophic for those who have lost jobs, homes, and health care. However, we still must look for the "silver lining" and find the opportunity in this environment. Things have changed and will continue to change, and not necessarily only from a financial perspective.

How we work, how business is conducted, and what makes us successful as individuals are in flux. Additionally, how businesses will maintain a competitive advantage in providing products and services that customers need, while ensuring its market value, will be tested.

With all that said, now is an opportunity to evaluate how and why we operate as we do, and where there may be room for organizational change, as a new business model is forming.

Please add your thoughts or current policies on learning and development programs.
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