How to Prevent a Loss from Destroying Team Productivity

Written by Renée Safrata - renee@reneevations.com, March 31st, 2010

I know what you might be thinking about your team: it takes one “bad apple to spoil the barrel.” Fact is, though, it’s the stuff “swept under rug” that’s more damaging to team productivity.

I’m talking about loss and how no one wants to talk about it.

All businesses face loss at one time or another. It could be loss of coworkers due to corporate downsizing or restructuring, or loss of a client or bid, even a death of a co-worker. In the years I’ve been working with teams, it’s always surprised me how even the most experienced leaders back away from dealing with a loss. The typical response seems to be, “It’s a private matter. Best to let it run its course.”

In other words, let’s ignore the loss and hope it goes away before anyone notices. But everyone notices—especially when it’s something as major as a restructuring or downsizing.

Not only does a loss distract people from staying focused and on track, it also makes them anxious. Anxious people are very unproductive. They can’t help but worry about what’s under that rug, why no one’s talking about it, if it’s worse than they imagine, and if they’re next.

Fortunately, applying your emotional intelligence can help turn a loss-related crisis into an opportunity to assert leadership and relationship values.  It gets down to having the courage to have the tough conversations.

I worked with a team leader recently to support him in doing just that after his company went through a significant restructuring. The news shocked everyone. Worse, it was followed by yet another shock—an increased workload due to the loss of staff.

I recommended the team leader facilitate a “hot-topic check-in.” The hot topic was the actual loss through restructuring; the check-in provided an opportunity for following to happen:

1. In a team meeting, the leader acknowledged what had happened and why.
2. He then asked each group member to offer personal feedback (thoughts, concerns, plan for today). No dialog was expected; it was simply an opportunity to make a statement,  listen,  and empathize.

The check-in took 10 to 15 minutes, after which you could feel the tension meter drop to zero. Someone even cracked a joke that got everyone twittering. It was as though the team found its groove again just by opening up.

Amazing how powerful and cost-effective a little communication can be. Here’s the best part—it’s never too late. Can you think of a loss your company has experienced that you might want make a hot topic for a check-in? Give it a try and let me know what happens.

Related posts:

1. How the Check-in Increases Productivity even with “Left-brain” Teams