Transparency and Empathy

COVID-19 slowly pushing us into economic slowdown and analyst are predicting that it could be worse than 1929 great depression times. When I think around this, I want prepare myself on how to be a good boss in bad economy times. During bad economy times it is our natural impulse to focus on own well justified concerns, but employees watch leader’s movement within company for clues to their fate. Leaders in organizations should work towards making tough times less traumatic and equip organizations to thrive when conditions improve and earn loyalty of individuals. 

I want to rethink responsibilities in terms of what people lack most in unsettling times. Fairness, empathy and transparency are critical aspects to be focused. 

• Give people as much information as you can about future uncertainty. When shocks are preceded by fair warnings, employees not only have time to brace themselves but get chances to breath easily.
• In projects, announce well in advance key milestones and describe how events would unfold both for stakeholders and employees
• Explain in detail to employees and community on why the changes you are implementing are necessary and do not assume you need to do so only once
• In situations where you can’t give people much influence over what happens, at least give them a say in how it happens
• Before exercising ramp-down options, give affected employees options for finding other jobs inside the company or resources to job hunt outside
• Put yourself in the other person’s shoes. Express empathy and—when appropriate—sorrow for any painful actions that have to be taken 
• Express human concern—in public and in private—to affected employees and stakeholders

After all, in hard times too we are humans and we care our people and surroundings.