Weathering a Storm of Rumors
Wonder: Verb. To be affected with surprise, curiosity, or doubt; to wait with uncertain expectation; to question or speculate.
A recent Associated Press article reported that rumors are blowing through Florida in the wake of unrelenting hurricanes. One rumor accuses the government of stockpiling bodies, stacking them in refrigerated semi trailers. As hurricane Ivan approached, another rumor had fleeing residents hurrying to beat pending gas-rationing limits. Rumor expert Gary Fine of Northwestern University says, "Natural disasters are a major incubator for rumors. In the midst of things, people are looking for any kind of information about what's going to happen next."
In times of ambiguity, people seek stability, even if that means inventing their own explanations. It's the same in the workplace; rumors start when employees are left to wonder.
Researchers describe three primary types of rumors. Pipe dreams forecast great things on the horizon. Also called wish-fulfillment rumors, these predictions convey the desires and hopes of the employees who spread them. "I hear the raises will be bigger this year," or "Word is the boss is getting fired."
Anxiety rumors express the fears of employees. Common in times of transition, anxiety rumors provide employees an avenue for sharing their concerns with others. "I understand the merger will result in massive lay-offs."
Aggressive rumors--known as wedge-drivers--are triggered by bitterness. The purpose is to discredit or demean an individual or the organization. "She only got the promotion because she's a woman."
Whether inspired by hope, fear, or anger, rumors originate when employees perceive their expectations will go unmet. For instance, an individual counting on job security may spread a rumor about lay-offs; in reaching out to coworkers this way, the employee is searching for reassuring information or confirmation of their suspicions.
The best way to prevent rumors is to do away with wonder. And the best way to eliminate wonder is to proactively demonstrate your organization's values by practicing the Six Vital Integrities.
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A recent Associated Press article reported that rumors are blowing through Florida in the wake of unrelenting hurricanes. One rumor accuses the government of stockpiling bodies, stacking them in refrigerated semi trailers. As hurricane Ivan approached, another rumor had fleeing residents hurrying to beat pending gas-rationing limits. Rumor expert Gary Fine of Northwestern University says, "Natural disasters are a major incubator for rumors. In the midst of things, people are looking for any kind of information about what's going to happen next."
In times of ambiguity, people seek stability, even if that means inventing their own explanations. It's the same in the workplace; rumors start when employees are left to wonder.
Researchers describe three primary types of rumors. Pipe dreams forecast great things on the horizon. Also called wish-fulfillment rumors, these predictions convey the desires and hopes of the employees who spread them. "I hear the raises will be bigger this year," or "Word is the boss is getting fired."
Anxiety rumors express the fears of employees. Common in times of transition, anxiety rumors provide employees an avenue for sharing their concerns with others. "I understand the merger will result in massive lay-offs."
Aggressive rumors--known as wedge-drivers--are triggered by bitterness. The purpose is to discredit or demean an individual or the organization. "She only got the promotion because she's a woman."
Whether inspired by hope, fear, or anger, rumors originate when employees perceive their expectations will go unmet. For instance, an individual counting on job security may spread a rumor about lay-offs; in reaching out to coworkers this way, the employee is searching for reassuring information or confirmation of their suspicions.
The best way to prevent rumors is to do away with wonder. And the best way to eliminate wonder is to proactively demonstrate your organization's values by practicing the Six Vital Integrities.
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Management = Change Management
"How do you manage change?" It's one of the most frequently mentioned challenges I hear when conducting The Leading from the Heart Workshop. Fact is, in today's work world, management is all about managing change. I think the underlying question is, "How do you get employees to accept change?"
In an article for Harvard Business Review (Why Do Employees Resist Change?, May/June 1996), change expert Paul Strebel reports that more than half of all radical change initiatives at Fortune 1,000 companies fail because senior management ignores an obvious issue: managers and employees view change differently. Top managers see change as necessary to meet competitive demands or improve productivity. Employees, on the other hand, consider change disruptive and unsettling.
It's unsurprising that employees are loath to accept change, but a closer look reveals the cause of that reluctance. Strebel describes how addressing technical, psychological, and values concerns of employees can better motivate them to accept changes.
Employees first need to understand the mechanics of a change and how it affects the way they do their jobs. Imagine your organization replacing a manual timekeeping system with a time clock. Initial resistance could simply reflect questions about using the new machine. How do I insert my timecard? What if I forget to punch in one day? Who do I go to with questions? Employees must understand the technical aspects of a change before they can implement it.
Next, workers need to psychologically agree to the change. For instance, they'll want to know if the change increases their workload or threatens their job security. How change is communicated is critical to ensuring emotional acceptance by employees. Too many organizations inform the entire workforce at once, including front-line supervisors and middle managers. Then, when employees have questions, their direct supervisors are unprepared with answers. Leaders equipped to respond to employee concerns can hasten their employees' psychological acceptance of change.
Finally, employees wonder if the change reflects an alteration of the organization's values. If the organization professes to trust its employees, does the installation of a time clock indicate a lack of trust? Although the benefits of streamlining labor cost accounting might seem obvious, workers are influenced by their own fears and those of coworkers. Leaders must take time to explain the objectives of change. Of course, when leaders Live By The Values They Profess every day, employees are less likely to attribute procedural changes to a shift in company values.
When you properly teach your employees how to implement a change, remove any psychological concerns they have, and demonstrate that the organization's values are constant, you'll drive change effectively. And nowadays, it's all about change.
NOTE: Did you know you can read this Harvard Business Review article, and current and past articles from hundreds of magazines and newspapers for free at the Toledo-Lucas County Public Library website? All you need is a library card. Log on, click Electronic Resources, then Magazines and Newspapers. Bookmark this post on del.icio.us
In an article for Harvard Business Review (Why Do Employees Resist Change?, May/June 1996), change expert Paul Strebel reports that more than half of all radical change initiatives at Fortune 1,000 companies fail because senior management ignores an obvious issue: managers and employees view change differently. Top managers see change as necessary to meet competitive demands or improve productivity. Employees, on the other hand, consider change disruptive and unsettling.
It's unsurprising that employees are loath to accept change, but a closer look reveals the cause of that reluctance. Strebel describes how addressing technical, psychological, and values concerns of employees can better motivate them to accept changes.
Employees first need to understand the mechanics of a change and how it affects the way they do their jobs. Imagine your organization replacing a manual timekeeping system with a time clock. Initial resistance could simply reflect questions about using the new machine. How do I insert my timecard? What if I forget to punch in one day? Who do I go to with questions? Employees must understand the technical aspects of a change before they can implement it.
Next, workers need to psychologically agree to the change. For instance, they'll want to know if the change increases their workload or threatens their job security. How change is communicated is critical to ensuring emotional acceptance by employees. Too many organizations inform the entire workforce at once, including front-line supervisors and middle managers. Then, when employees have questions, their direct supervisors are unprepared with answers. Leaders equipped to respond to employee concerns can hasten their employees' psychological acceptance of change.
Finally, employees wonder if the change reflects an alteration of the organization's values. If the organization professes to trust its employees, does the installation of a time clock indicate a lack of trust? Although the benefits of streamlining labor cost accounting might seem obvious, workers are influenced by their own fears and those of coworkers. Leaders must take time to explain the objectives of change. Of course, when leaders Live By The Values They Profess every day, employees are less likely to attribute procedural changes to a shift in company values.
When you properly teach your employees how to implement a change, remove any psychological concerns they have, and demonstrate that the organization's values are constant, you'll drive change effectively. And nowadays, it's all about change.
NOTE: Did you know you can read this Harvard Business Review article, and current and past articles from hundreds of magazines and newspapers for free at the Toledo-Lucas County Public Library website? All you need is a library card. Log on, click Electronic Resources, then Magazines and Newspapers. Bookmark this post on del.icio.us
Bad Boss? Help is Here
People join an organization; they leave a manager. Many organizations refuse to give credence to that statement, preferring to rely on data compiled from exit interviews with departing employees too concerned about "burning bridges" to report the bad behavior of their bosses.
Bad bosses are a reality and a new Web site, Badbossology.com, is completely devoted to protecting people and their organizations from the effects of bad bosses. Unlike the countless sites established as a place for unhappy workers to rant and whine, Badbossology.com provides helpful resources for employees and leaders alike. You'll find information on dealing with bullying, incompetence, harassment, discrimination, and privacy invasion. There are discussion forums for employees dealing with difficult bosses and leaders concerned with protecting their organizations from the fallout of bad managers. On the Solutions page there are links to articles with advice for any situation--everything from a review of John Hoover's book How to Work for an Idiot, to my favorite, How to be a bad boss: 10 Tips for tormenting your employees from the Irish Jobs Column.
Are there really that many bad bosses? According to a recent survey of Badbossology.com visitors, 48 percent said they would fire their boss if they could. Furthermore, 29 percent would like to have their boss assessed by a workplace psychologist, while 23 percent would sign up their boss for management training. Need any more convincing?
If your bosses do not Live By The Values They Profess, check out Badbossology.com.
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Bad bosses are a reality and a new Web site, Badbossology.com, is completely devoted to protecting people and their organizations from the effects of bad bosses. Unlike the countless sites established as a place for unhappy workers to rant and whine, Badbossology.com provides helpful resources for employees and leaders alike. You'll find information on dealing with bullying, incompetence, harassment, discrimination, and privacy invasion. There are discussion forums for employees dealing with difficult bosses and leaders concerned with protecting their organizations from the fallout of bad managers. On the Solutions page there are links to articles with advice for any situation--everything from a review of John Hoover's book How to Work for an Idiot, to my favorite, How to be a bad boss: 10 Tips for tormenting your employees from the Irish Jobs Column.
Are there really that many bad bosses? According to a recent survey of Badbossology.com visitors, 48 percent said they would fire their boss if they could. Furthermore, 29 percent would like to have their boss assessed by a workplace psychologist, while 23 percent would sign up their boss for management training. Need any more convincing?
If your bosses do not Live By The Values They Profess, check out Badbossology.com.
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Author George Brymer's comments about the leaders who get it, and those who never will.
