Picture this scenario: You leave your boss’s office after hearing there are going to be a number of belt-tightening measures throughout the company that will affect your team’s structure. As you head back to your desk, you feel the acid start to churn in your stomach as you consider the most important bit of news you just have been told: There will be layoffs if the proposed changes don’t produce better bottom-line results. You reach your desk and pull out the Pepto-Bismol you keep in a bottom drawer. While you chug it down, you wonder how you’re going to convey such a difficult message to your team. The team, you know, has been busting its collective butt and working long hours. They’ve been giving their all, you believe, and you don’t know how you’re going to rally them to produce even better results after you drop the bombshell about possible layoffs. More and more managers have been faced with such scenarios during these challenging economic times, but not all of them succeed in moving a team through it. Sometimes they so ineptly deliver a message that a team never recovers and employees and the company suffer. But experts say there is a way to deliver a message from the C-suite to workers so that no matter how much employees may dislike it or disagree with it, they won’t run screaming into the night but will instead embrace it and move forward. The key, experts say, is you. Secret Message Relay GameMessage Relay Helps in Emergencies. Message Relay is must-have answering service tool that allows you to receive even routine messages as quickly as possible, in the way(s) you prefer to receive them. Download song ishq wala love mp4. Most messages are delivered to you – or to anyone else you have designated – within one minute, often even sooner in emergencies. ![]() You must be a confident, focused force that is ready to lead them through their minefield of confusion or anger toward a clear objective. Creating resilience. Before you talk to team members, remember they already may have an inkling that changes are afoot.
Your message may be a welcome one, because they’ll finally have facts instead of just gossip, says John Daly, a communications and management professor at the University of Texas at Austin. “Be direct, not mean,” he advises. “But also don’t create a sense of false hope. You’re there to give them reasons about why the decisions are being made.” That’s why it’s important before you convey any message to the team that you know as much as possible about the reasoning behind a directive from the top. Be honest if you don’t know, says Daly, author of. “Tell them that while you wish you knew more, you don’t. But say, ‘Here’s what I do know and I’ll tell you when I find out more,’” he says. “Don’t whine about it.” He also cautions against offering “reasonable guesses” about company decisions, because those comments will be widely circulated. In other words, you may come to regret your speculations if they come to be regarded as facts or reach your boss’s ears. Another key, he says, is being as specific as possible.
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