brownbag-march2011

Brown Bagger

This section is set up to provide a ready-made Brown Bag Session for you to use with employees and/or managers. Use as is, or adapt this information for a general employee group. You may reproduce as many copies as needed.

Overcoming Downsizing Survivor Syndrome t goes without saying that employees who are laid off experience a great deal of stress. How will I pay my bills? What do I do about health insurance? Where and how should I go about looking for a new job? However, while these individuals understandably have many concerns, it’s easy to overlook that workers who remain on the job also undergo a lot of stress. How can I be expected to do even more when I’m already overworked? Is my job safe?

Managers and supervisors may overlook the conflicting emotions – such as guilt, anger and resentment – that employees often go through during turbulent times in the workplace. Why wasn’t I laid off? Phil’s job was more important than mine.

Besides, he’s got a wife and two kids to feed. On the other hand, an employee might feel quite the opposite: Why am I still here? At least Jill gets to get out of this awful, stressful environment!

In addition, employee survivors simply miss their cherished colleagues – some of whom they may have known for years. As well as personal relationships, everyday routines such as having that 9 a.m. cup of coffee with Phil or Jill are broken. Grieving is a normal emotion during these difficult times.

Business leaders may not realize that “those left standing” often experience presenteeism problems.

“Presenteeism is defined as lost productivity that occurs when employees come to work but perform below par due to any kind of illness. These individuals who experience illness, low morale, or exhibit a poor attitude, contribute to productivity losses at work.” (Levin-Epstein, 2005) Why are these matters important to managers and supervisors? Because these types of workplace difficulties cost employers a GREAT deal of money if they’re left unresolved! In one study sponsored by the Employers Health Coalition, researchers calculated that presenteeism due to chronic conditions; such as migraines, allergies and back pain (often related to stress) can add up to 15, 20 or even 30 times the costs of absenteeism!

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All told, these issues are sometimes referred to as “Downsizing Survivor Syndrome.”

The Aftermath of Downsizing: Communication is Key At first, surviving employees may experience a sense of relief that they’re still working. However, left unresolved, survivor guilt – or Downsizing Survivor Syndrome – may develop into more serious emotional or psychological reactions. Due to presenteeism issues, employees may be less productive. As also mentioned, feelings may turn negative as employees are left to do more with less, manage a struggling organization, and fear for the future loss of their job.

When fear is running rampant, it’s difficult for any employee to have a good attitude and be focused on his/her work-related responsibilities.

As a highly emotional issue, the manner in which organizations recreate their workforce can have immense implications for terminated and surviving employees alike. Recent research in this area has been concerned with the effects of organizational change (particularly through downsizing) on the staff that remain with the organization: in other words, the survivors.

The Institute for Employment Studies is researching the signs and symptoms of this syndrome. A common theme in these approaches, not surprisingly, is the role and importance of communication. However obvious this seems, the reality of how it may be addressed in organizations facing downsizing may be quite different.

With communication identified as a key factor in the success of a downsizing strategy, Appelbaum and Donia developed the Realistic Downsizing Preview (RDP), which was “proposed as a downsizing communication package.”

The RDP seeks to gain more positive responses from employees involved in the downsizing process by: • Providing a framework for communication before, during, and after the downsizing (or other EA Report Brown Bagger 1

Brown Bagger restructuring.) If this framework is not in place, the EA professional may assist in developing one.

This is based on promoting: • Timely, accurate, and thorough communication, with dignified and respectful treatment of all employees, regardless of their employment status.

Managing Survivor Guilt One of the most important aspects in resolving Downsizing Survivor Syndrome involves coaching managers on communicating with employees – on being visible and “checking in” with them regularly to see how they’re doing after the layoff.

Even good managers often stop talking, but morale suffers, and the rumor mill runs wild. This is NOT good! Conversely, honest, but not sugarcoated communication can boost morale and keep gossip from spreading.

The post-layoff period is also critical for managers and other business leaders. Not only must they “right the ship” financially, they must acknowledge that they have a workforce that needs time to recover and yet still get back to the work at hand.

The EAP should be available to provide support and training following the aftermath of job loss.

The EAP can assist with these “follow-up” issues, which need to focus on the manager’s ability to rebuild work teams after layoffs by: • Going over new duties (Manager: We will need you to assume _____ responsibilities); • Re-establishing trust (Manager: I understand that workers are anxious and insecure – let me assure you that you are a valued employee); and • Focusing on the future (Manager: We had to let XX go or jeopardize the company’s long-term finances – but in so doing we are looking at taking YY positive steps this year).

Communication Guidelines: for Employers How can managers rebuild work teams following layoffs? The following are some guidelines suggested by Anne Houlihan, founder of Golden Key Leadership (www.goldenkeyleadership.com):  Recognize and allow for the natural reaction of staff. Acknowledge that people react differently to stressful situations. Some employees may be angry 2 EA Report Brown Bagger

about the sudden adversity, while others may feel more driven than ever. There is no one right feeling.

Rather, company leaders need to listen to all of these feelings and acknowledge each person. Talk to staff members individually, or in groups, and create a space where people can be open.

Employees need to be able to vent their feelings before the organization can move forward.  Realize that for many people the grief they’re experiencing is very real. This is similar to the previous point, but it emphasizes the seriousness of people’s emotions – for many workers, it’s not something they’ll get over in a day or two. The groundbreaking work of Elisabeth Kubler-Ross referred to these stages of grief as denial, anger, bargaining, depression, and acceptance.

Individuals may experience these stages in a different order, but everyone needs to work through these basic feelings. Acceptance involves letting go and moving on. The EAP can be of major assistance before, during, and after these turbulent times in the workplace.  Maintain open lines of communication.

Regardless of the specific situation, communication is the key to making an anxiety-driven period less stressful. Communication from management needs to be positive, proactive, motivating, and authentic.

Staff will know lip service when they see it. This doesn’t mean denying what’s happening or downplaying the severity of the situation. Rather, staff will be more willing to do “whatever it takes” when they know that company leaders are being honest.  Management must empower staff. Rather than think they need to do everything, company leaders need to recognize that many staff members will be willing to step up to the plate during a difficult time and take on more responsibility. In fact, the more they’re allowed to do just that, the faster the company will be able to get through the challenging period.  Lead the organization beyond the challenge.

If company leaders have allowed people to express their feelings, communicated honestly, and relied on staff for support (and in turn empowered them), management must move forward quickly. Identify the opportunities that are apparent, see them through to fruition, and continue to share the next steps with the entire team.

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Coping & Communication Guidelines: for Employees How can employees cope during downsizings?

The following are some guidelines suggested by Alice C. Chen, “How to Manage Stress,” Business Network:  Blow off steam without damaging your reputation at work. Don’t hesitate to seek the empathetic ears of a colleague, but choose your confidant wisely, states Matthew Grawitch, organizational psychologist and professor at St. Louis University.

“The more you say to a person you work with, the more likely something will slip out at work,” Grawitch says.

In many cases, your boss may be your best confidant. Don’t make a big deal about the minor, daily stresses of your job, but if you’re struggling with something major that affects your work performance, talk to your boss. After all, managers are invested in the success of their employees. A brief explanation (keep the details to a minimum) is not only fair – it’s also a way to build trust.

However, schedule a time to talk instead of dropping by unexpectedly when the boss is busy.

Regardless of whom you speak with, vent once, then let the issue go. Constantly rehashing a story will force you to relive your emotions.  Realize that we ALL need support from time to time. Being isolated is NOT a good way to go through problems! We all need someone to talk to, share, and listen. Counseling – such as that provided by the EAP – and support groups can bring about the healing that we need.

It’s natural for many people to withdraw socially and emotionally during difficult times – but trying to avoid a problem only makes an individual more prone to long-term health concerns such as depression and heart disease. Conversely, research shows that lonely people who are stressed experience higher blood pressure and more problems sleeping than individuals with a strong social network.  Ask your boss to help your prioritize. When people are laid off, “survivors” are often asked to simply “do more” with few, if any guidelines as to how all this work will get done. Don’t let your boss off the hook while you’re stressed out. Ask him or her to help you prioritize. List your current projects, March 2011

Brown Bagger responsibilities, and then communicate them to your boss. No one knows your job better than you, or how long a given task takes to complete. A meeting like this gets everything in the open and provides a feedback mechanism on whether you are on the right track.

However, remember that what you view as a priority may not be the same thing as what your boss sees as important – and the boss’s opinion trumps yours! Since uncertainty is a major stress factor, “setting things straight” about your workload should help ease distress. You may not be able to reduce your overall workload, but at least you won’t be sweating about getting A, B, C, and D done each day – when your boss views A and B as more important.  Pray and/or meditate, and be grateful.

Find a conference room or bathroom stall, lock the door, and quiet your mind, even if it’s only for 10 minutes. If you’re a spiritual person, pray. If you’re not, meditate. Either way, consider all of the good things in your life, not on what isn’t going right. Be sure to keep in mind that even if your job is stressful because you’re a “survivor,” you DO have a job, and that’s more than a lot of people can say these days. Once you’re thinking more positively, return to work.

Summary It is usually effective for managers to openly discuss work-related issues with employees – and for employees to (constructively) air their concerns with their bosses. Even when this doesn’t work, at least the employee knows that he or she has tried to remedy the situation.

In some cases, a different job may be the only long-term solution. In the meantime, finding ways to relax and gain at least some control over your time should help. Remember, the stress resulting from Downsizing Survivor Syndrome isn’t caused just by what happens to you – it’s also the result of how you react to this stress, and that’s something that we can change.

Additional sources: Susan M. Heathfield, About.com Guide; John C. Pompe, manager of disability and behavioral health programs with Caterpillar, Inc.; and RaeAnn Thomas, executive director of Associated Employee Assistance Services.

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Brown Bagger H A N D O U T Learn to Change Your Reaction to Stress ownsizing. Layoffs. Fewer employees asked to do more work. Even though the economy is improving in many areas, the majority of workplaces remain stressful and unstable environments. While the EAP is well positioned to assist during these turbulent times, the fact remains there are lots of things that an individual employee (and even an employer at times) simply cannot do anything about.

However, there are ALWAYS things that employees can do to improve how they REACT to stressful situations.

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perceive a given situation. Your thoughts can lessen – or worsen – your reactions to stress. For instance, your boss emerges from a long, closeddoor meeting and then emails you requesting a meeting. “Do you immediately assume you’re getting the ax?” asks Dr. Jeff Brantley, director of the mindfulness-based Stress Reduction program at Duke Integrative Medicine. “Your mind starts spinning a catastrophe, and it’s enough to trigger your body to go into a stress reaction.” Maybe your boss wants to tell you what a good job you’re doing!

 Time – Set aside enough hours for a full night’s sleep, plus extra time each week for tension-relieving activities and self-reflection.

 Stop being held captive by your emotions – After you’ve constructively blown off some steam, you can start working through stress in a more logical, clearheaded way. “Don’t just get lost in negative feelings,” Brantley suggests.

 Social support – Single out a few good friends and family members to lean on. As noted in the main article of this month’s Brown Bagger, research shows that when lonely people are stressed, they experience higher blood pressure and more insomnia than those who have a strong social network.  Self-awareness – As also mentioned in the main article, don’t avoid problems just because they’re stressful as that only makes matters worse. Failure to change your surroundings or manage your stress level can contribute to longterm health issues like clinical depression, anxiety disorder, and heart disease.  Remember that a lot of stress comes from within – A certain amount of stress is normal. However, when stress places prolonged or extreme pressure on your coping mechanisms, it can become a clinical problem that requires professional help. Continued high levels of stress can also wreak havoc on your physical health. Stress often results from how you

 Reframe your situation – Let’s say that bad weather delays your flight to an important business meeting. Instead of stewing about the disruption to your schedule, which you can’t control anyway, take advantage of the extra time to prepare for your presentation or to catch up on sleep.  Reassess the significance of the problem – Emotion magnifies the difficult of a problem at that specific time – while perspective about the “big picture” tends to lessen it. Ask yourself: Will it matter tomorrow? Next week? A year from now? If you’re unhappy in your current job, and you do get laid off, it may be a blessing in disguise and serve as a springboard to a job you’ll be happier at. Many successful CEOs say that losing a job they didn’t really like it anyway was the best thing that could have happened to them.

Even if you don’t need a new job, you do need to take a healthier look at the one you do have.

Perspective really helps.

Additional sources: Mayo Clinic, Alice C. Chen, “How to Manage Stress,” Business Network; and Tyler Kearn.

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