How do You Rebuild Company Morale? Five Suggestions
For years, a Company’s CEO has had regular lunches with staff to foster communication, sharing of information and to maintain company morale. In recent months fewer and fewer employees are attending these lunches. Further, there is a lack of enthusiasm and a negative tone is beginning to pervade the office. Staff members don’t talk to each other anymore, though the situation seems to improve when the CEO is present. How would you address this situation?
Advice from a group of CEOs:
The immediate priority is to correctly diagnose the problem. Is this a question of the CEO’s energy or the team’s awareness of plans for the company? Is there something else going on of which the CEO is unaware?
The best way to diagnose the problem is to meet with employees. Have an open and frank discussion with them about the future of the company.
* Start by listing all employees or key team members from most valuable to least. Meet with the most valuable employees first. Share hopes and vision for the business. Express appreciation for their contributions and discuss plans for their continued growth. Next, ask open-ended questions about the company and seek their input on how to improve it. Listen to what they have to say.
* Next are borderline employees. Again, share the vision and appreciate their past and current contributions, but be honest about expectations for performance. Then ask the same open-ended questions that you asked the first group and listen.
* For underperforming employees, again appreciate past and current contributions, but be clear that unless they substantially improve performance, future employment isn’t guaranteed. Ask the same open-ended questions asked of the other groups and listen.
* In meetings with all employees, as opportunity arises during discussions, develop specific, measurable performance objectives that will benefit both the employee and the company. Make sure that these are documented, with appropriate follow-up review and planning on a regular basis.
One way to kick off this process is to conduct a company workshop to initiate the discussion. The 12 O’clock High Model is an excellent exercise for diagnosing both organizational and team dynamics. It provides a framework for discussion on how to improve these dynamics. The conversation focuses on individual needs, concerns and interests. Sympathy and empathy are important, as well as communicating to individual team members assurances of their value as individuals and a desire for positive outcomes for them.
Be patient. Don’t try to develop all the answers immediately. Listen and learn what drives employees – particularly the most valuable employees and those who show the greatest potential for development. Listen for what motivates them and meets their needs. Involve them in developing programs to drive the future. Organize rewards and recognition around what motivates them.
Sandy McMahon is publisher of Ceo2Ceos (www.Ceo2Ceos.com), a non-commercial site for executives to share best practices. He is also President of Executive Forums of Silicon Valley. With over 20 years of executive experience, Sandy has a BA from Brown, an EdM from Harvard, and an MBA from Duke.
