You have employees who have survived a round of retrenchments but instead of relief, you sense that some are left with an empty, somewhat disconnected feeling. Some overtly express feelings of guilt, believing they are in a better position to cope with the impacts than those who were retrenched. These feelings, among others, are sometimes referred to as ‘survivor syndrome’. It’s important to recognise employees’ feelings and that they have the opportunity and support to release any energy that has been invested in emotional repression.
survivors have an “unquenchable thirst for information”
So called “survivor syndrome” is common in organisations where significant change has occurred that has resulted in retrenchments. David Noer, an expert in this field, asserts that survivors have an “unquenchable thirst for information” from both formal and informal channels. Noer contends that this is a core survivor coping mechanism. For leaders of change his message is quite simple, “communicate relentlessly and flood the system with information – oral, written, formal and informal, verbal and non verbal; up, down and laterally, over and over again”. Importantly allow survivors to grieve but also have your radar up for any who may get ‘stuck’ and need additional help to move forward.
Organisations can play a valuable role in supporting and helping their employees
Overall, remaining positive and future oriented is critical while acknowledging up front the changes that have occurred in a redundancy scenario. Leaders can play a vital role in nurturing this outlook by role modelling behaviours that support this. Being open, transparent and honest with employees are essential elements of authenticity at any time for leaders however during times of significant change and downsizing this becomes even more critical. During these times, employees, hungry for information, have their own radars highly tuned to leaders’ behaviours and will ‘read’ leaders’ verbal and non verbal cues with razor sharp sensors. Moreover, in the absence of facts, they may fill in the void with their own interpretations and create their own narrative to explain what they are feeling and seeing. The story may be accurate or inaccurate or a bit of both, but what is certain is it is likely to be amplified via the organisational jungle drums and take on a life of its own that‘s hard to arrest if left unchecked.
- Dampen the rumour mill by communicating openly, honestly and as much and often as possible
- Show leadership and role model the behaviours expected of others
- Nurture a future orientation while acknowledging the changes and feelings of others
- Foster insight about personal change and transition
- Recognise some may need more help than others through the transition
- Show understanding and avoid judging others’ responses to change
- Instill confidence by offering stretch assignments to build skills
- Listen using all the senses to both the said and unsaid language
- Remember that managers need support as well
- Provide and highlight EAP services
Change and transition can be challenging for both the organisation and the individuals. It can be deeply personal and everyone has their own individual coping style. Organisations can play a valuable role in supporting and helping their employees through a period of significant change in a mindful, practical and caring manner that fosters positivity with a future oriented outlook.