Outlaw eReport

Leading with Compassion and Purpose

On Tuesday morning our normal workday routine was shattered by the terrorist attacks on the World Trade Center, Pentagon, and our way of life. The attack not only happened during the workday, it was focused on everyday American citizens in their workplaces.

As Americans we've dealt with crisis, violence and war before. What makes this totally different is that it was here on our own soil and in the offices of companies with employees of all ages. This attack did not take place in another land and it was not directed to combatants who are trained to defend themselves.

This tragedy's occurrence in the workplace is totally unprecedented. The actions and reactions of the leaders of corporations, down through the first-line supervisors, directly affect the safety and well being of employees in this "war like" situation.

Not only did the terrorist attack buildings and people, they deliberately attacked the workplaces of companies and their employees. They attacked our ability to conduct commerce and the stability of our economic system, which was already in a tense precarious situation. Let's not forget the enemies of the United States rejoiced not only at the loss of life and property, but also at the damage to our emotional and financial security. As President Bush said today, we must get back to work on Monday. If we aren't productive, it will help those who attacked the United States.

We have all seen numerous events recounted in the hours of television coverage about selfless acts and quiet heroism that make America great. That television coverage is now moving to the issues about how families and educators can help others cope. Teachers have an incredible responsibility to assist children who are having difficulty dealing with the after effects of the shock and trauma. These difficulties don't exist only when the children are at home in bed trying to sleep, but they also occur while they are trying to learn.

Since employees are at work eight plus hours a day, we need to consider how to help employees cope. In a tragedy like this we experience a range of human emotions. We experience disbelief, anger, frustration, and even depression. In some offices television sets are reporting today's news, while in others employees are checking sites on Internet or quietly wondering what is happening. We may never be the same, but after several days of numbness and shock, we will have to get back to a regular routine and go on with life. This will be very difficult for many.

Many of today's younger workers, the Generation "X" and "Y", may be the most affected during this crisis. This is the first crisis of such a magnitude for them. They, more than others, may feel a loss of security, both physical and financial. Difficult economic times with the dot-com implosion and mass high-tech layoffs have shaken the confidence of many of this generation. These events have caused fears and emotions we all must deal with.

We as leaders and supervisors always have the responsibility to lead with compassion and purpose, and that is never more needed than today. In our workplaces all over America, we have been numb in disbelief, not knowing how to react. What do we, as leaders and supervisors, do to help employees move on without devaluing or failing to respect those who were killed, injured and experienced emotional trauma.

Drawing on my experiences in Vietnam and when I returned home, I would like to suggest the following approach or actions in "leading with compassion and purpose."

ACKNOWLEDGE THE EMOTIONS
It is incredibly damaging for an individual to bottle up emotions or feelings. If these feelings or emotions are not dealt with, they will not go away but will surface later in stronger, more destructive and painful forms. The workplace is not usually a place where people are comfortable dealing with emotions. However, they are ever present today. While leaders and supervisors are not trained counselors, they must be sensitive to the range of emotions that people are experiencing and take the time to work with the employees. Normally very productive employees may be distracted or not able to concentrate on routine tasks.

Kind words and a caring attitude from you can go a long way, but employees may also need time to call and check on relatives. Contact may calm the employee and reassure relatives. I hope you don't have anyone in your workplace with friends or relatives among the many injured, killed or missing, but many may be going through difficult times and experiencing emotional trauma. A caring phone call or thoughtful e-mail by an employee will not only comfort the employee's loved one but also relieve the employees anxiety.

Many people form significant relationships in the workplace. Employees may want to talk with each other and share their feelings. You might want to consider taking them to lunch or providing a convenient and appropriate forum for their discussions. Small group meetings before and after work can allow workplace friends to be supportive of each other. Employees may want to set up prayer groups to help meet their spiritual needs.

REFER TO EMPLOYEE ASSISTANCE
If employees experience persistent or strong difficulties, you may need to refer them to trained professional counselors. Smaller companies may not have an Employee Assistance Program. However, there are always sources of assistance. Most cities, counties, and municipal governments have counseling services available. Identify where you would refer an employee for counseling and assistance now before the need arises. Let employees know this assistance is available before it is needed.

MAKE A CONTRIBUTION
Making a concrete response to help others in need may also help relieve stress and provide employees with a sense of focus and a feeling of well being. The feeling of being useful and helpful can begin to disengage employees from the disbelief and shock following the attacks. The first reaction to contributing may be to give blood, however there are many other positive and helpful reactions. A financial contribution can be collected, a food drive can be conducted or a "care" package of food and helpful items can be sent to another company's employees in the area affected by a blast. Those who work near the area and soon return to the workplace will have a lot of emotions to deal with. A kind expression of care, even if it arrives later, will help.

We have a client whose company provides alternative childcare for employees and has a location in the affected area that is attempting to reopen. An encouraging word, an expression of care, such as a "package of non-perishable goodies" shipped to their location, would be welcomed when they return. I don't think their facility was extremely close to the World Trade Centers but the staff was still very much affected by the tragedy, as we all were. The planes hit two buildings, but they devastated a much larger section of Manhattan and all over the United States, both physically and emotionally. We have all been left scared

Making a contribution as a group can be a very healing act. Helping a client or customer in some way can not only help employees, it can measurably help employers in the other company simply because they know someone cares.

REFOCUS ACTIVITY
While it may be difficult to think about conducting normal business or work on complex projects, it is important to begin getting life back to normal as best as you can. Pick small projects, especially ones that can show visible results immediately. A normally self-managed group may be in limbo and need much more direction than normal. Involving all team members in a specific task, especially if it is a physical task, can be very cathartic. It can help people refocus on something other than the disaster and give them a feeling of accomplishment.

A classic approach after a battle is to get a soldier to begin routine tasks, such as caring for equipment and fortifying positions. This is not useless activity but allows the individual to feel useful. Being able to accomplish something they have done before is very reassuring and builds confidence. Working on a specific task that has a concrete purpose, helps the company and builds the feeling of self-worth in an employee.

REWARD SUCCESS
Any time a person's confidence is shaken, he or she needs positive reinforcement. In addition to being cordial and staying in tune with the employee, a supervisor can take every opportunity to reward positive actions and success. Many wait until a project is complete. Don't wait and, especially now, take the time to praise individuals as progress is made. With the chaos around us even attempting to stay on schedule and meet deadlines should be praised. The more individuals are affected by this terrorist act, the more important it may be to refocus them on something beneficial to everyone in the organization and praise them when they accomplish small victories. It is smart to reward success at all times but now is even more critical.

TAKE EMOTION BREAKS
Once individuals have begun getting back to their regular routines, a good strategy is to provide convenient times for them to share, vent and discuss recent developments. They can't go from disengaged to re-engaged at their workplaces. Re-engagement must be gradual and in stages or it is likely to cause resentment. Because there is a need to stay in tune with recent happenings, schedule times to check the news reports or provide updates that allow the employees to focus on their job but still stay informed.

FOCUS ON THE LARGER PICTURE
While it is tempting to stay immersed in the specific things that are occurring, it is important to see these terrorist acts in a larger perspective. The attempt by the terrorist to disrupt or destroy our freedom of movement and freedom from fear has been effective in the short-term. To allow them to disrupt our normal business operations for a long period of time will assist them in accomplishing their objective. If they can destroy our economic system and prosperity, they will deny us the opportunity and means to give to the rest of the world and also our own citizens. It is no coincidence that the initial targets struck were One World Trade Center and Two World Trade Center in that order. They struck at the heart of our economic system and it too must be defended.

As leaders and supervisors of businesses, we have an obligation to lead and mange with compassion in this most difficult time. As we begin putting the pieces back together and getting our economic system functioning again, we must focus on individual and group productivity in the workplace. How we help employees at all levels to recover and refocus is critical. Probably at no time in history will compassionate management skills be needed more than in the next days and weeks. Make the commitment to lead with passion and compassion.

Now is the time to create positive, compassionate, and productive workplaces that refuse to bow to terrorism. Do your part in making your workplace "good for employees" and "good for the employer." God Bless you, your co-workers and your company in this dark hour.

If you would like to share what you have done to lead and manage with compassion and purpose, or to ask for assistance, please email Wayne@OutlawGroup.com. We will send tips, ideas and help frequently to our ENews friends. Please forward this to anyone who might benefit.

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