This past weekend, I found myself in a discussion about the economy with a friend at church. Her husband's business is nearing bankruptcy and their future is very uncertain. Moreover, it was clear that there was a lot of tension in the leadership ranks of the business right now.
Anyone who was still under the illusion of a quick turnaround in our economic misfortunes was certainly disheartened by the announcement this past week of a 7.6% unemployment rate still on the rise. Painful stories of lost jobs, companies closing, and careers interrupted are all over the news and on the cover of every major business magazine.
It's hard enough to be a leader in good times, but the challenge becomes terribly harder in times like this. That said, as tough as it may be right now for those of us in leadership roles, it's even more challenging for the people we lead. Most of us reading this article are in more senior positions in our organizations and less likely to be the first victims of a layoff.
Whether your organization is facing tough times or not, it goes without saying that at least some of your people and their families and friends are experiencing major financial challenges right now. As leaders, we must be sensitive to these challenges and support our employees during tough times.
The doesn't mean that we go easy on people or that we try to pretend that everything is OK when it's not (especially when the organization is in trouble). After all, we all know things in the economy are likely to worsen before they get better.
It does mean that we look for more opportunities to recognize people, respect them for their hard work, and give them something to hold their heads high about during difficult times. Dale Carnegie taught us to "give honest and sincere appreciation." Perhaps never has this been more important in recent decades than right now.
This month, make a special effort to show recognition when good things do happen. When you recognize an employee for good work, back it up with evidence by giving them a specific example of what you appreciate about them, so it doesn't sound like insincere flattery.
Many of us can't (and shouldn't) guarantee people that they'll have a job in six months, or that the economy won't affect the organization. Employees want honesty from their leaders, and false hope only breaks their trust in the long run.
However, we all need something to smile about right now. As leaders, let's be intentional about supporting our people with recognition. It won't eliminate tough times or bad news, but it will give our people reason to trust that we are invested in them and doing everything we can to navigate through tough times.
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