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nale before you deliver any bad news. If you don’t have a rationale, don’t be delivering bad news,” Patterson says. Patterson’s advice isn’t simply theoretical. His company recently met with employees to talk about its vulnerability during the economic downturn and how that might impact staff. “We brought everybody together and said we were choosing not to do any layoffs, at least at this time,” Patterson says. “Our rationale was that we value people. We don’t want them to suffer and we don’t want to do layoffs now only to need to rehire later.” Instead, VitalSmarts may have to lower or eliminate bonuses. Patterson admits that this news prompted some grumbling, but, because the decision was conveyed along with a values-based rationale, employees understood. Following the high-level discussion, managers and supervisors should carry details of the message back to their departments. Specific impacts on individual employees should be delivered by the direct supervisor in a 38 | <strong>BedTimes</strong> | May 2009 one-on-one setting. If there is any light on the horizon, it’s a good idea to point to it during all of these meetings. For instance, if the salary message is grim, focus on what your company still offers employees, says Laura Browne, a speaker and corporate trainer in the Phoenix, Ariz., area who specializes in communication and management issues. Finally, ask for employee input to engage them in the process of saving additional money, capturing market share, diversifying product lines or finding other ways to improve the bottom line. The majority of your work force is interested in helping the company succeed. A foundation of trust Companies that already have established a climate of open and honest communication are best equipped to share tough news with employees. Others need to start working now to develop trust. “The word that keeps coming to me is ‘empathy,’ ” Couture says. “Have empathy for how big a deal this is and how big a sacrifice it may be, especially for senior workers. Older workers don’t have the recovery time that younger workers may have.” Browne agrees. “Even though employees want higher salaries, they realize that the economy is tough and they appreciate companies that treat them with respect during difficult times, even if they can’t give them more money,” she says. “There’s this cultural shift occurring in companies so that even in this really difficult economic time people seem to be coming together,” Couture says. But, she adds, “That is only going to happen if companies really have a good value system in place and can now translate what those values really mean in terms of action.” Condren offers this final guidance: “As a leader, keeping your integrity intact during periods of upheaval will anchor you. Let transparency guide everyone involved. You’ll sleep better at night and so will your team.” BT www.sleepproducts.org/bedtimes
Exhibitor Directory www.sleepproducts.org/bedtimes May 13-16, 2009 Cologne, Germany <strong>BedTimes</strong> | May 2009 | 39
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