1. Communicate why the change was made.

2. Listen to their concerns. Find their passion.

3. Develop a new winning game plan.

4. Do new things.

5. We are all mutually accountable for results

Step 1: Communicate why the change was made

The process begins with honest, open, and frequent communications. The company must start by being honest about the short term and long term objectives of the change. If other moves might be forthcoming those need to be addressed as well. The communication will need to be open and clear. Do not use corporate “buzz” words like downsizing. Say the message in plain English. Don’t try to “sugar-coat” a difficult situation. 

Step 2: Listen to their concerns. Find their passion

At a time like this there will generally be a lack of trust, insecurity, loneliness, depression, and concern about what will be happening going forward. This is the time to set up a regular forum to communicate and involve others in devising the new organization. Consider some of the following ideas:

• Appoint a team from different functional areas to identify ways to reduce the workload and to develop a new organizational structure. Leadership often finds it easier to cut the workforce than to cut the workload. Find ways to streamline the systems and eliminate reports and reporting that are not being utilized.

• Show genuine concerns for those who have been let go with both your time (if they desire) and career planning assistance. This will show the remaining people that while the difficult decisions have been made the organization cares about its people. 

Step 3: Develop a new winning game plan

Now comes the fun part, which is to develop a new winning game plan. Since there are many projects and duties which are now unstaffed, it presents an opportunity for the remaining people to learn and grow. If this reallocation of assignments is properly handled it can create a dynamic growth environment, improperly handled associates will feel disgruntled that they are being “dumped” on. The question is how do we handle it properly? Here are some ideas to consider:

• Perform the “passion” exercise. Ask associates some questions:

1. What do you love to do in your job?

2. What do you love to do in your free time?

3. What do you think you are really good at?

4. What do you think you have the potential to be good at if you were given the opportunity?

The key to growing people is to match their inspirations (things they love to do) with their perspirations (their strengths or things they are good at). We may find we have somebody in accounting that has secretly desired to get into field sales and would gladly take on some responsibility in this new area. This exercise may help to gain insights and help to tailor exciting opportunities we have not thought of previously.

• Create cross-functional project teams around targeted market segments. To create a quicker more fluid organization, even with less people, we need to focus on increasing our responsiveness to customers. Establish teams around targeted market segments that are given the authority to make decisions to create new programs and processes to improve sales and profitability within their segment.

• Encourage and celebrate a winning game plan. The best way to boost morale is to be a genuine encourager when new initiatives go well. Praise frequently and loudly. Express your thanks verbally. Do it in writing with personal notes. Morale is built when excellence and dedication are noted and appreciated. 

Step 4: Do new things

We can’t grow, especially with less people, by doing the same old things. We have to take risks and stick our necks out. Here are some ideas to consider: 

• Invest in technology- while technology will not necessarily make us more effective it can make us more efficient. If the company won’t pay for it, buy your own. We have to ask, if we won’t invest in ourselves, whom will we invest in?

• Live on the edge and do group presentations- a quick way to hit a lot of targeted customers at one time is to present to them. This event, properly done, can position someone with an “expert” status. If you are fearful of public speaking get help from groups like Toastmasters or individuals who speak for a living (consider the National Speakers Association).

• Ask if they would like soup with their meal- we frequently respond positively when in a restaurant to suggestive selling. Ask your customers if they need the complimentary products that go with your main product or service. 

• Email valuable information to your targeted customers- when we can help our customers grow their businesses, not just sell them our “stuff,” that is the time they truly come to value us. Find out what problems they are experiencing and set up email groups and provide information of value to them. 

• Invest in learning- to successfully contribute in new areas oftentimes requires new skills. These new skills can come from formal training programs or individualized learning. After training or reading make sure to create an action plan and incorporate the “To Do’s” into our personal scheduling system.

• Target to increase your return on time invested- figure out what customer groups have the strongest need for our product or service. Consider whether there is any ways to customize our offering to better fit these companies better than our competition. 

• Get in better circles- determine target market industry associations and strong networking events and go to programs alone. Go with the objective to get to know people and provide mutual value, not with the objective to sell our product or service. 

• See ourselves as an internal entrepreneur- all of these ideas involve taking initiative, trying new things and having some fun. We need to take more control over our destiny. 

Step 5: We are all mutually accountable for results

We’ve communicated the changes, we’ve established new goals and teams, developed a winning game plan, and are trying new things to be successful. The pedal hits the metal when we hold ourselves responsible for results. We need to measure our results and change direction if things aren’t working out. In this fast moving market adapting and changing will be the mantras of the next millennium.

If you would like to have Mike speak to your group consider the following programs:
"How to Create and Inspire a Winning Team"
"Leading from the Trench"

If you want to get Mike's insights on this topic in one on one sessions click here.

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Mike Foti is Chief Executive Officer of Cleveland Glass Block (a Northcoast 99 recipient for best employers in Northeast Ohio and a Community Pillar Award winner for community service) and President of Leadership Builders. Mike is a national speaker, writer, and consultant who helps individuals and companies get results through people. To ask Mike how he might help you, or to receive his free tips and leadership articles, call 216-531-6085 or visit his web site at www.leadershipbuilders.com.