The job is redundant, not the person

by Confident Factor on May 9, 2013

Previously, in work – you had a “job for life” irrespective of your performance contribution.

However, currently even “good” performers no longer feel safe as the perception of redundancy is more centred on immediate profit through reduced headcount rather than increasing profitability through improved performance management.

 

  • Loss & Doubt- the public sector in particular, it’s more real and it’s about survival.
    Ranging from
  • “the fear” (of redundancy) & associated “stigma”
  • the inability/ability to “cope”
  • being “rejected” & “why me”?
    Some public sector clients even suggest the differing approaches between themselves and the private sector are too big.
  • Discomfort & Discovery- they welcome redundancy – it’s what they’ve been “waiting for”
    Planning their next step
  • embarking into the “entreprenuerial world” – realising their true potential.
  • the immediate reward of the “payoff”, as recognition of their loyal services
  • enjoying that special holiday, treating the family or simply paying off debts.
  • Understanding & Integration- clients want to explore options if they were affected in the near future.
    Identifying options
  • what they “really want” from work
  • if the “here and now” is enough for their appetite
  • should they “try something new”?
  • Whilst it is said “It’s the job that is redundant, not the person”, I have yet to meet anyone who feels that way to start with.

    Business cases for redundancy vary considerably, some have clear logic linked to their market place stratgey, others apply a “one size fits all” % age reduction, whilst others appear quite flawed, using the “banner of redundancy” to justify previous weak management & leadership.

    The individual’s emotions, concerns, anxieties and damage to confidence & self-worth is understandable, not just to them, but their family and friends.

    In addition, often the damage, guilt, disruption and sometimes jealousy from fellow work colleagues (not made redundant) is hugely mis-understood by employers.
    This leads to huge post-redundancy under-performance and a decline in colleague overall satisfaction leading to increased attrition.

    Some clients carry “guilt” and/or “anger” long after redundancy, citing:-

  • The way they were treated
  • Felt de-valued
  • Felt betrayed
  • Not treated like real people
  • Felt dis-empowered
  • Felt no point working hard again..this then promotes negative feelings, soul destroying, destructiveness and reduces their chances of re-employment.Positioning the client to accept “their role was made redundant, not them”, can often support them to “consciously move on” and explore other poistive options.

    Once we “re-position” the client using NLP “timeline” techniques, they are more likely to explore opportunities this new situation offers, often utilising their current considerable skills.

    “Timeline” is about thinking of a time prior to redundancy, when work was good and what contributed to that experience.
    We then “walk through the timelines” straight through redundancy to the present, capturing the good things about work.
    We ask them to notice as they stepped over the redundancy, to consciously keep walking, and notice they were walking away from it and carryon until they felt good, identifying where it was previously, now and the future.

    Following this, the client has a greater understanding of redundancy, how it truely affects them, their strengths, development opportunities, and enhanced awareness of available options.

    So, if you are facing redundancy, accept there will be loss & doubt and try looking beyond the “here and now”, recognising that you are still the same uniquely talented individual and that potential employers would be delighted to have you.

    What if you are the employer whose thinking about redundancies?

    Think about the important role and impact you have throughout the process?
    Redundancy can be a positive experience if managed professionally. If not, it can have long-term affects on a person’s self-worth and confidence and have an equally detremental affect on the business performance.

    Finally, however we arrive at making ‘jobs’ redundant, we really do need to remember – it’s people that it happens to!

    if you would like to know how we can support you or your business through the redundancy process, please click on this link: redundancy coaching

    thanks for reading this and please comment below

    kind regards

    Tom

 

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Suits you – “vocal leader” or “leader by example”?

by Confident Factor on May 9, 2013

However much we try to embed leadership principles into our colleagues, it does take time and a big commitment from them too. Once decided that leadership is for them, they generally fall into either a “vocal leader” or a “leader by example”.

I wanted to share the views of Luke Meier on leadership and how these two styles translate:(originally authored by Jeff Janssen).

“Leaders by example” lead not by what they say but more in how they conduct themselves and involves four main characteristics: commitment, confidence, composure, and character. Because “leaders by example” lead themselves so effectively, their teammates naturally admire, respect, and try to emulate them.

Commitment
Self-motivated and self-disciplined
One of the hardest workers on the team
Cares passionately about the team’s success
Competitive

Confidence
Believes in self on and off the court
Wants to perform in pressure situations
Mentally and emotionally resilient following mistakes

Composure
Able to keep emotions in check
Controls negative emotions

Character
Does the right thing
Responsible, accountable, reliable
Honest & trustworthy with team mates
Treats people with respect

“Vocal leaders” display the same as “leaders by example”, but they go a critical step further in that they are willing to step outside of themselves by verbally encouraging, motivating, challenging, and holding their team mates accountable. They have excellent communication and listening skills. They know when and how to encourage teammates as well as when and how to get tough and enforce the rules.

Servant
Puts needs of team ahead of their own
Willingly does the hard work
Takes new recruits “under their wing”
Listens and supports

Confidence Builder
Builds the confidence of team mates
Understands each team mate
Helps the team to feel good about themselves
Reaches out to struggling team mates and provides support and encouragement

Refocuser
Helps teammates stay mentally tough when faced with adversity
Emotionally intelligent to sense mood of team
Refocuses team mates when they are down and distracted
Communicates a sense of optimism and hope

Team Builder
Unifies team around a common goal
Establishes and focuses team on a common goal
Helps teammates understand, accept, and feel appreciated for their roles
Brings team together and builds team chemistry

Enforcer
Holds self and teammates accountable to high standards/demanding
Constructively confronts undisciplined teammates
Handles conflict in a firm, fair, direct, and consistent manner

Whilst you are reading this blog, think about where your team’s leadership skills are currently.
Are they actively building their leadership skills or leaving it up to someone else?

We provide bespoke leadership and team work coaching & training to further support you and your business, so why not contact us to discuss further?
http://confidentfactor.com/contact-us/

kind regards,
Tom

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