Leadership in bad times – lessons for HR

08/11/2010 at 09:05 2 comments

I was reading a study of group behavior of baboons (which we humans share 99% of our gen-material with). The study was looking into how often the males in the group was looking at the Alpha-Male (the leader) for clues as to how to act. The average was once every 30 seconds. The interesting thing was that in times of major changes in the environment or where there was unrest in the group, the males were looking at the Alpha-Male every 15-20 seconds i.e. much more often.

In times of changes we increasingly look towards our leaders for clues of how to act and understand what is going on. As a manager you cannot not communicate. For example, employees will read a lot more into the cancelation of a Monday-meeting today than for four years ago. When rumors are plentiful employees look towards their immediate manager to try to make sense of these rumors.

Managers must be aware of how to behave in such times and reflect on how their employees can interpret their behavior. Clear communication is so important, but studies show that the oral and written communication is only one part of it – eye contact, body language, word choice, being visible in the office etc. is just as important.

An article in Harvard Business Review in June 2009 titled “How to be a good boss in a bad economy” suggest that you can do four things to overcome this problem: 1) provide predictability. This is about understanding ‘what’ and ‘when’. Studies show that the negative impact of an event is much lower if people is able to predict it. 2) Increase understanding. This is about ‘why’ and ‘how’. People simply react more negatively to unexplained events. 3) Afford control. Employees may not have much control over what is happening, but they may get a say in how and when it happens. 4) Show compassion. Prof. Greenberg from Ohio State University provides evidence that compassion affects the bottom line in tough times. It helps employees retain dignity and make them behave better.

HR can do a lot to help their primary customers – the managers – during bad times. In fact this is when HR is needed the most and is often criticized for not  adding enough value. Certainly many HR people must focus their energy on legal and functional tasks – especially during downsizing – but it is also the time for HR leadership to step up. I am thinking that all four solutions mentioned above are areas which a proactive HR department can go in and add value to the organization. Who better has the overview, capacity and competencies to handles these challenges than HR? Not that employees will ever look towards HR for clues but because HR can help managers become better mangers in bad times.

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2 Comments Add your own

  • 1. Stuart Shaw  |  11/11/2010 at 12:47

    Really good points. I read a really insightful (typically) post by Seth Godin a while back, where he argued that contrary to popular belief, employees don’t work for managers – managers work for employees. In essence, this means that instead of waiting to be told what to do – looking and waiting on Alpha Baboons in your example for guidance – they should feel it within their right – more, their job – to ask. Kind of like saying, ‘You’re my boss, but in order for me to do what you hired me to do, i need you to do or give me X’. It’s a simple idea, but powerful. Imagine a manager saying, “I work for you. Tell me what you need.’ Following this advice, in a sense, HR need to tell managers to empower their employees to manage them. Here’s the link – it’s a short piece – http://sethgodin.typepad.com/seths_blog/2010/05/who-do-you-work-for-and-who-works-for-you.html

    Reply
  • 2. seo thai  |  18/11/2010 at 11:44

    good molly All about Human Capital , i look your blog , that a nice blog and useful. Great for everyone. useful Uncategorized and Human Capital Management content. i will visit to read and review your website.

    Reply

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