Managing survivors of downsizing requires unique skills that generally are not developed during times of growth. These skills also apply when managing individuals who are experiencing a merger, reorganization or significant upheaval due to loss of business to a competitor. In each of these situations, employees are in need of a management style that helps them get back to high levels of productivity.

Survivor behavior is characterized by a reluctance to take risks, difficulty in focusing on work, and a significant effort to tap into the rumor mill. Survivors frequently experience feelings of guilt. They struggle, consciously or unconsciously, with the question, "Why did I survive while others lost their jobs?"

The most difficult challenge managers face in these circumstances is replacing traditional management approaches with ones that work well with survivors. The following recommendations are designed to facilitate the transition survivors and their managers must make on the road to renewal and prosperity.

1. Acknowledge What People Have Experienced

   This is not the time to exhort employees to "keep a stiff upper lip." Comments such as this may work well with sports teams, but they only result in managers losing credibility. What survivors need initially, is an opportunity to express their concerns and feelings. In order for these individuals to move forward, they need to let go of the experiences that pushed them off track. The primary way human beings accomplish this is by talking about how this significant change has affected them. Do not attempt to extinguish this type of dialog. Let people know that you understand how difficult things have been for them. At first it may be very uncomfortable for you to tolerate this process. Keep in mind, however, that your acknowledgment of recent difficulties can facilitate a faster shift to a more productive work force.

2. Communicate The Big Picture

   Educated adults have a strong need to experience meaning in their work. They are motivated by roles that connect to higher organizational goals. When we first enter the world of work, the nature of work itself is sufficient to provide motivation. As we mature, we require understanding of the "big picture" or where our work fits in the greater scheme of things.

   The managers of survivors would be well advised to communicate organization goals and strategy now that the downsizing has taken place. They should be aggressive in getting the information they need to deliver this critical communication. This type of initiative, when accompanied by open dialog, allows employees to reestablish trust in the organization. To be successful in communicating the "big picture" requires some preparation, but the potential payoff is worth the effort.

3. Provide Opportunities For Training

   In his book, The Survivor Personality, Al Siebert makes the following observation. "In a world that is constantly changing, it is important to understand that change requires learning. The two concepts of change and learning are inseparably linked." Downsizing and the subsequent combining of jobs and reorganization, require that people learn new skills. Not providing support for this learning can result in frustration and low performance. Providing well conceived training can contribute to employee healing and the rekindling of motivation.

   The options for training and education have endless variations. In some cases, in-service training is appropriate. This peer training approach involves colleagues sharing specialized knowledge that accelerates mastering of the new learning curve. In other cases suppliers can provide training on their equipment for newly transferred people. Whenever team members can receive training together, the possibility for increased cohesiveness becomes an added benefit. Providing a way for survivors to quickly learn the skills required in their new roles will ultimately pay large dividends for the organization.

4. Recognize Positive Accomplishment

   During periods of downsizing we observe a diminishing of employee recognition. Management energy has been consumed by the staff reduction process and, in no small measure, concern for the security of their own positions. Acknowledging positive performance provides the necessary encouragement survivors need to develop momentum towards organizational renewal and success. It should begin by recognizing all that employees have been through and communicating a "light at the end of the tunnel." The next phase could involve identifying opportunities to celebrate when project milestones are reached. The road back from downsizing is daunting. However, there is much individual managers can do to reestablish a feeling of optimism.

The American writer Lewis Mumford describes the transformation of survivors who receive effective and supportive management with these words. "There is a kind of release that comes directly to those who have undergone a great ordeal, and who know having survived it, they are equal to all of life's occasions." It is my hope that you will consider the suggestions in this article whenever you manage survivors of downsizing.

Copyright 2006, Mark J. Campbell. All rights reserved.
Permission to reprint this article is granted, provided you let me know where it is being printed, the copyright is not removed, and the following text accompanies each article:

"Mark Campbell partners with organizations for leadership development. For a complimentary subscription to his newsletter, "Management Challenges," go to www.mjcampbellassoc.com."

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