Page 153 - Anne Bruce - Building A HIgh Morale Workplace (2002)
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Winning Back Morale in Emotional Times                      133




                      runs the risk of confronting a crisis. The firm estimates that the
                      most forward-thinking managers are the ones who will be best
                      equipped to handle the impact of an unexpected crisis on their

                      employees, drastically affecting long-term employee morale.
                          Simply being aware of the resources available can be critical.
                      Lexicon takes the position that, like the two Chinese characters
                      suggest, a crisis is a turning point from which prepared man-

                      agers are capable of creating opportunity in times of danger.


                      Employees’ Expectations of Managers Are
                      Higher than Ever


                      Surveys show that workers around the globe are experiencing
                      unprecedented levels of anxiety in the workplace and, as a
                      result, employees have much higher expectations of their man-
                      agers when it comes to helping them cope with catastrophe or
                      ease their anxiety.

                          Every workday, somewhere in an organization, there are
                      employees who are being forced to confront their fears when
                      they go to the office. You might be thinking that the workplace
                      has become a target for terror. It hasn’t. The real targets are

                      employee morale, joy, and optimism.


                                   Xerox—No Stranger to Crisis
                       Employees and managers of the copier giant, Xerox, have
                       had to deal with their own crises. In 1999 seven Xerox
                       workers were shot and killed by a former employee at the company’s
                       Honolulu location. One manager says that the tragic situation helped
                       prepare the company to take specific steps to calm its employees’
                       fears since September 11. The Stamford-based organization worked
                       constantly to keep communications flowing and to stay connected to
                       everyone. For example, Xerox posted information regarding 9/11 on a
                       daily basis on the company intranet. It also posted helpful information
                       related to employees’ travel fears, such as advisories or state depart-
                       ment warnings on specific destinations.And when employees became
                       concerned about safety issues, they were told how to contact compa-
                       ny security for additional assistance.
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