C10.7.3.4 Continued (2)
Principle 4 – Expectations need to be managed realistically
The relationship between expectations and reality is very important. You can see this in customer relations – if a supplier fails to meet expectations then the customer is unhappy; if the supplier exceeds expectations then the customer is happy.
To some extent the same principle applies to staff and change. If their expectations are not met, they are unhappy. If their expectations are exceeded, they are happy.
Sometimes, enforced change (eg: redundancies) inevitably involve the failure to meet expectations: there had been an expectation of job security, which has now been taken away.
What leaders/managers have to do, however, is make sure they don’t pour petrol on the fire by making promises that can not or will not be kept. Expectations have to be set at a realistic level, and then exceeded (eg: in terms of the degree of outplacement support that will be provided).
Principle 5 – Fears have to be dealt with
In times of significant change rational thought goes out of the window. This means that people often fear the worst – in fact, they fear far more than the worst, because their subconscious minds suddenly become illogical and see irrational consequences. Eg:
- Our company is reducing staff, which means…
- They will make people redundant, and…
- I’ll be the first to be kicked out, and…
- I’ll have no hope of getting another job, and…
- I won’t be able to pay the mortgage, so…
- I’ll lose the house, so…
- My family won’t have anywhere to live, and…
- My wife won’t be able to cope, so…
- She’ll leave me, and…
- I’ll be so disgraced the children won’t speak to me ever again.
Such fears need to be addressed, e.g. by helping people to recognise that most people who are made redundant find a better job with better pay and have a huge lump sum in their pocket! Or, where appropriate, by explaining how the reductions in staff numbers are going to be achieved (by natural wastage or voluntary redundancy).