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LEADING THROUGHUNCERTAIN TIMESHow to prevent a performance dip during major organizational change

Itis very difficult tolead during uncertaintimes, especially when

leaders don't have immediateanswers that employeescrave. It can take six to 18months for a reorganizationto be complete, to closefacilities and transitionpeople out, to finalize a saleor merger or to fend off anunwanted takeover. Leadersoften are ill-equipped tohelp employees through theemotional trauma of suchchanges, while keeping themengaged to maintain business

performance.The performance

dip does not needto happen andcan be avoided.Many believe thata performancedip is unavoidableduring times ofintense change.Not true. Manyhigh-performingorganizations havedemonstrated,over and over,that majorchange does nothave to causea performancedip. Well-ledcompanies areresilient - able

to absorb significant change- while maintaining or evenenhancing performance. Andthey do it in ways that theiremployees notice and deeplyappreciate.

Leaders of these high-performing organizationsfocus on the following fivecritical things, and do themvery well.

1, Achieve business targetsDuring change, each

employee loses an average of

6 Smart Business Pittsburgh I October 2011

two hours of productivity aday. Leaders often shy awayfrom asking for performanceresults, especially duringtimes of emotional upheaval.But leaders must focusemployees on specificbusiness targets, provide thestructure people need amidthe uncertainty created bythe change and ensure thatproductivity does not dip.

have answers, will win yougreat loyalty and discretionaryperformance.

4. Retain key personnelThis is the time when

key people begin exploringtheir options - includingleaving. Leaders need to takedeliberate action to ensurethat people know they arevalued and are key assets tothe company. Leaders needto take action every week toretain these key employees.The goal is to have nosurprises. If a key performeris going to leave, leaders needto know in advance and havea manageable transition planready.

5. Communicate aboutthe change

If leaders are notadequately preparedto answer employees'questions and communicatethe case for change andother key messages, it canstall progress and causeunnecessary chum. Leadersprepared with changecommunication tools feelconfident and ready totalk openly about what ishappening and are able tocustomize these discussionsto meet employees' needs.

Business today issynonymous with change.Leading well through periodsof intense change requires acommitment to do so and thespecific actions listed aboveto make it happen without aperformance dip. «

l •

2. Support employeesthrough the change

When change happens inan organization, employeeswant to know that theirleaders care. Most leaders docare; they just have a hardtime showing it, especiallywhen emotions run highbecause employees fearor resent the change orbecause leaders themselveshave difficulty adapting tothe change. Leaders musthelp employees overcomethe negative feelings thatcome with change, reframeunproductive thoughts andbeliefs, and unfreeze and trynew behaviors to becomepersonally resilient.

3. Track and resolve issuesMany unusual issues arise

during times of change.Leaders can gain tremendousloyalty from employees bytaking issues seriously andresolving them promptly. Keepa log of issues raised. Getback to people on what youlearn. Let them know whatyou don't know or can't findout. Your honesty and follow-through, even when you don't

lESLIE W. BRAKSICK is co-founder of CLG Inc. (www.clgcom), author of "Preparing CEOsfor Success: What I Wish I Knew" (2010) and "Unlock Behavior, Unleash Profits" (2000, 2007).Braksick and her CLG colleagues work with leaders at all levels to maximize performance in keyareas and to help executives do the right things to eliminate regrettable losses. Reach Braksick atIbraksick@clg.com or at (412) 269-7240.