“The more I learn about myself, the more I am able to understand others, the more I am able to bridge the gap between us.”
How has your organization responded to falling consumer demand and slower sales in the current economic climate? If yours is like most, you’ve probably experienced a variety of cost-cutting measures: layoffs, downsizing, restructuring and reorganization, and hiring and pay freezes. While these kinds of changes have been necessary for survival, they can wreak havoc on overall performance in unexpected ways. Why? Because there is an inevitable increase in stress, anxiety, and relationship tension experienced by employees who must rapidly adapt to changes in reporting relationships, work assignments, and ongoing concerns about job security. Managers suffer from similar stresses as they are asked to fill in gaps left by layoffs, do “more with less” as budgets are slashed, and take on new work teams or individual employees as a result of restructuring and downsizing. These tensions have a direct impact on organizational performance.
Although organizational leaders can do little to control the external economic factors driving the need for these internal changes, something can be done to alleviate at least one of the biggest causes of day-to-day stress in an uncertain and changing work environment—the relationship tension that results from adapting to restructured work teams and unfamiliar colleagues and managers. This relationship tension, unless addressed, will breed conflicts, misunderstandings, and overall failures to communicate that weaken performance just when the company needs the highest levels of performance to attain the results required to thrive in a down market. Yet, there is a powerful tool available that can reduce these barriers to productivity and therefore profitability—Versatility.