Disaster Logistics

In: Business and Management

Submitted By mishu
Words 1936
Pages 8
Keeping Morale Up In A Downturn
QUESTION: The current economic climate is proving exceptionally challenging. Our firm went through two different layoff announcements last year, albeit both were rather small compared to what we’re all seeing now. We were hoping for a turnaround this year, but in the event that things continued to deteriorate we put contingency plans in place for further cuts at the end of the first quarter. It appears that we now have to implement that plan. This will be our largest round of personnel cuts. Meanwhile, on one of those notorious web sites I read this note following our last layoffs in December: “Well, I have to say, this is no surprise. The associates and the support staff bear the brunt of the cuts to continue to support the lavish lifestyles of the partners. Expect more cuts soon . . .” Under such market duress how in the world does one go about keeping up the morale of your people, both lawyers and staff members? RESPONSE: Are there any more disaster-rich words left to describe our economy? Adversity, catastrophe, tragedy — all sound trite after months of economic trauma. It should hardly be surprising, that those left standing at the end of this long ordeal might be somewhat stressed, depressed, anxious and fearful. One of the big predictors of morale is whether or not there is a high degree of trust among people within your firm. Trust is not simply one more desired characteristic on a list of attributes describing the ideal leader. Rather it is the very foundation that will support all your efforts. If your lawyers and staff do not trust you, forget about attempting to be inspirational, supportive, innovative or visionary. If you don’t have people’s trust, they may do what you tell them because you have the title, but you won’t enjoy the passionate engagement that results from true leadership. It is likely that during the past…...

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