Give Your Employees Tools to COPE
In this tough economic climate, it can be difficult to motivate your employees. They are anxious about losing their jobs, and this anxiety drains the focus and drive that you need for your company’s success.
In order to promote productivity, you need to help your employees figure out what to focus on and what actions to take. In my work, I’ve found that four powerful feelings help employees move from anxiety to action. These feelings include a sense of:
• Control
• Optimism
• Purpose
• Engagement
Here are tips for helping employees move from anxiety to COPE feelings.
1. Control
One of the reasons that the current situation is so frightening to so many people is because it feels as if our economic well-being is out of our control. As human beings, we don’t like it when we aren’t in control. Leaders can help employees deal with uncertainty by helping them regain a sense of control.
Although the economic problems are worrying, there is no real point in worrying about something we cannot control. By getting your employees to focus on customer
service and productivity, you can allow them to regain a sense of control.
You, as a leader, may have to give up some of your control so that your employees can feel properly engaged with the decisions that affect their lives. If you give the impression that “you know best”, you will only foster mistrust and disengagement among your employees. You need to help them to get involved in those areas that they can control.
2. Optimism
Leadership examples from throughout history demonstrate the power of optimism in rallying troops, reinventing and reinvigorating failing companies, and transforming entire nations.
To get the best out of your employees, you need them to be in a positive mindset, and it’s your job as a leader to inspire them. Research has shown that positive emotions like hope and optimism encourage creativity and innovation among your workforce, and these are exactly the qualities you need to build to cope with the downturn as best you can. If your employees approach problems with a “can-do” attitude, they are much more likely to find the solutions that your business needs.
3. Purpose
When people are working on the tactical details of day-to-day operations it’s easy to become myopic and stressed about the short-term. Look for opportunities to remind employees of the greater purpose behind their work and the organization. The simple act of stating, “what you do, matters” helps to energize people and inspire action.
Jim Owens, Senior Vice President for North America operations of H.B. Fuller, stresses that the leader’s job is to put a positive path forward and to be clear about what targets people – and the organization as a whole – need to hit. He says, “Don’t leave it up to people to translate and fill in the gaps on their own.”
4. Engagement
The final element of the COPE model is engagement. Engaged employees understand and care about what is happening and what the company’s strategy is for moving forward. They also feel that they have meaningful ways to contribute.
Engagement means actively involving your employees in looking for solutions. When your organization is dealing with challenges, provide opportunities for your employees to get involved in problem-solving. Doing so not only increases employees’ sense of control, it also unites your organization and helps you come up with solutions!
Denver–based Sashco Sealants recently invited employees to submit cost-savings suggestions. The dozens of suggestions they received were shared in weekly “huddles” with representatives from each function and unit. Each team was encouraged to implement the ideas and then report back on results. The company is already reporting significant savings.
Summary
By following the COPE model, you can use positive, proactive leadership to get the best out of your employees, and to create a great workplace environment that breeds innovation, focus and productivity.
_____________________________________________
Reprint/Reuse Policy:
You have permission to use this article in your newsletter, publications, or on your website. Please:
1. Let us know when and how you are using the article via email.
2. Link back to this article via a hyperlink.
3. Place the following statement at the end of the article:
