Articles

Beyond Business As Usual
10 Tips To Get Your Team Through Tough Times

BEYOND BUSINESS AS USUAL
by Muriel Haber
published in New York Resident newspaper on 9/11/02

Our country, and particularly our city, has made it through a year that began with a devastation that introduced our world to trauma and a collective feeling of vulnerability. Our emotions began with shock, ran the gamut from fear to anger and disbelief, outrage, helplessness and finally a profound sadness.

New Yorkers mourned for the loss of loved ones and for the unknown people with whom we all identified. The terrorism that had destroyed our skyline and murdered our people, not only reduced our buildings to rubble, but destroyed hopes and dreams, memories and the evidence of our labors. What remained in the days and weeks that followed stunned us with a pervasive awareness that seeped from one wound to the next, revealing even further damage.

Shortly after the attack, as the stench of burning debris and bodies invaded the New York air, obscuring the skyline and permeating first our own bodies, and then the consciousness of each of our citizens, the reality became visible. People didn’t know what to think or even how to define and begin to approach the almost limitless number of situations that needed to be addressed. Our country was facing the pain of losing its innocence, of learning to live with the destruction of lives as well as the devastation of property and businesses.

And that was when the enormity of the task benefited from the generosity of our people. Americans from every walk of life volunteered their time and services. They gave money, goods, food and clothing, medical supplies and services, counseling and therapy, comfort and love. People traveled from other states and foreign countries wanting to help - asking only to be allowed to give of themselves.

Businesses suffered instantly either as a result of the physical destruction of their employees and premises or the loss of the customers and the traffic. Companies, whether small or large were advised by an army of volunteers how to begin again under the new and seemingly impossible circumstances. Some of them needed new action plans, a concept as foreign to them as the changes themselves. Others had to be shown the value of temporary, and in some cases, permanent changes.

Everyone entered into the mourning process. It is now a year since the tragedy and the year of mourning is over. Most of us who have grieved are familiar with the feelings that come at the end of that "year". We do not understand why the year is up or how the mourning can end. Some are surprised at the things they managed to accomplish during the past many months while others see the opposite and wonder when things will "return to normal". There are businesses that survived with or without major changes as well as businesses that no longer exist. There are business owners who still have their business and former owners who no longer have a business at all..

But the important thing is that the time of reflection is past and if it hasn’t yet happened, the time for re-evaluation is here. Wherever we are now is what normal looks like today. What your business is today may not be exactly or even very much like it was a year ago, but it also isn’t what it will be tomorrow. The goals and the methods may be different, the action plans may be revised. What is most important is to use what we can from the past, if it applies, but set our direction towards the future. Our world has survived an enormous disaster and the resulting change. The United States has become the great power it is because of its flexibility and its ability to adapt. The one thing that does not change is our ability to go forward. We have always known that there are no limits to what we can do. And now more than ever before, we must remember this.

Go to top

TEN TIPS TO GET YOUR TEAM THROUGH TOUGH TIMES
Leading Business Coach Advises Execs on Managing During Recession

NEW YORK, NY - A recession, a national disaster, a stock market slump - all can make for difficult times to run a business. Employees worry about being downsized, competition from peers, and whether the company will go bankrupt. What can smart managers do to motivate their staffs?

Muriel Haber, a professional business coach in New York, has advice, not only on how to manage, but how to get employees' best work ever.

1. Share. Let your staff know that you are aware of their concerns.
2. Be honest. Don't sugarcoat the situation. Stress that you are trying to make adjustments that will include their needs and opinions.
3. Tell them you need their support - their ideas as well as their work.
4. Show them you have faith in them.
5. Hear what they have to say.
6. Let them see that you respect them as professionals, colleagues and people.
7. Give new ideas a chance. You won't discover gold if you're afraid of new terrain.
8. Don't play the blame game. It's more important to fix a mistake than to find a fall guy.
9. Give credit. When money is tight, a "Thank you!" is more important than ever.
10. Lead by example. Come to work smiling and energetic.

"It's easy to make a success during an economic boom, but it takes a good manager to create success in hard times," Haber says. "Good leaders think outside the box to create teams that create success. And the very best leaders realize they can benefit from outside expertise."

Go to top

You are free to use the material from the Secrets of Successful Change eZine and from the Haber Resources website in whole or in part on your web site or ezine (email newsletter) as long as you include the attribution below and let me know where the article will appear.

This article is by Muriel Haber of Haber Resources International. You will find additional articles and resources for ways to make it through the hard times and re-invent yourself, particularly after major life changes, at Muriel's website: http://www.HaberResources.com.