Stabilizing the destabilized work force.

One senior clinic manager told me, "My time used to be taken up with medical issues, then layoffs and firings. Since January, I've been most heavily involved in helping supervisors retain people or, failing that, replace them. If you asked me what our cultural values are right now--other than survival--it would be "who's on first?" Other managers echo this with a twist. Everything is of the moment. As animals are believed to live in the eternal present, so do most managers. Whatever happened to succession planning? Like strategic planning, it's been shunted so far to the rear, that most managers haven't thought about it in years.

Even though it hasn't been true since 1993, the perception still lingers that "good help is easy to find." But keeping good people in health care has become increasingly difficult. For example, it's well-documented that a medical director who leaves often takes or soon recruits his or her former best direct reports. Any new job involves risk, so why not ensure success with people who are loyal to you personally? It's called "moving by pod." Headhunters howl, but they can't prevent it (or collect additional fees) if the client company wants the package.

I talked with several CEOs who recognize destabilization for what it is: every employee, bags packed, in a perpetual job hunting mode; low or no commitment to the organization's future; and the development of portable skills as the grand prize. That's not bad, as long as the manager shares those values. Most don't. Theirs is a longer-term view which they struggle with in the short term. Here are some of the things they've done to keep the people they want and build in stability.

Talk about the culture as you know it

Culture is glue. Talk about workplace values as you see them. Not only is this vital to younger employees, confused Boomers need the reassurance that not everything has changed. One senior vice president in a transportation company told me that he tried to put change into perspective because he'd figured out a few years ago that rocketing turnover meant few, if any, of his direct reports had a clue as to the company's history, its position in the industry, etc. He spent a few minutes at each staff meeting talking about what hadn't changed. "You might not think it's important, when we're in a constant change mode, to dwell on the past. It is. Employees are desperate for perspective. They want to understand where the organization and the department fits into the industry."

Minimize worker disappointment

Wary employees are axiomatic, but can they be as productive as needed when bathed in a perpetual bath of uncertainty and disappointment? In fact, nothing dents productivity as much as disappointment--never mind whether anyone leaves. They can just stay in place and under-perform. Since most worker disappointment is charged to the manager's account, managing expectations is a must. This means often and honest communication. The theory that it's up to the individual to look after him/herself works if the manager--during a motivational moment--doesn't spin a more optimistic picture than facts can support.

The manager who implies that the "worst of the downsizing is over," or "after this third reorganization, we'll be better off," when he/she knows it's an ongoing process, cannot expect to stabilize a department, much less a division. In fact, once reality sets in, the effect is more disappointment resulting in more sub rosa, but ardent, job hunters. Right now, a worst case scenario and brutal honesty are more reassuring than optimism which--even if the optimism is grounded--the troops are too jaded to believe. I've learned from a number of focus groups that no information is often better than overly optimistic information. Employees can withstand uncertainty but not an emotional roller coaster.

Over-communicate

Whatever the message is--a one-on-one or a pep talk during a meeting--deliver. it often. The flavor doesn't last. One rumor at noon can deep six a rational discussion held three hours before. And never assume the troops will ignore an incredible rumor. Since 1990, managers tell me that the most destabilizing rumors have been the most fantastic--rumors no sane or logical person could possible believe. Wrong! The minute unexpected change becomes common, nothing is too illogical to be believed. Think of the fads that have come and gone in the workplace during the past 10 years, and you'll see why workers will believe anything. Always stick to the facts, however. If you don't know, say so, but say you'll find out and get back to them.

Take advantage of information leaders

The temptation to communicate important messages by E-mail or memo is strong because questions or arguments are fewer than in face-to-face scenarios. However, if you want employees to believe what they hear, the source has to be credible to them, not to you. By definition, managers represent the enemy. Perhaps the secretary with 30 years' service is a gossip, but in terms of believability, she's the Oracle of Delphi.

Keep your personal disappointments to yourself

A manager's disappointed expectations--a shelved promotion or raise--can be as destabilizing as a whole department's, especially if your direct reports see your acute disappointment out of context. What they'll remember, and talk about, is that even you have doubts about (inevitably) how the organization is doing.

Use teams to cross train

One of the less-discussed reasons for the growing popularity of teams has been their stabilizing effect on the organization. Instead of one person/one job, it's possible for four or five people who know enough about several jobs to keep productivity from bottoming out when one person leaves. In fact, cross-training within the team is a powerful incentive for younger workers whose agenda always includes learning as much as possible. However, cross-training can be a two-edged sword because those same workers can market their newly-acquired skills elsewhere.

Individualize psychic rewards

Nothing is a surer prescription for instability than treating everyone as if he/she were interested in the same non-monetary payoffs. If you can't meet the individual's needs, that person isn't likely to play a critical role in the future anyway. Ask what someone wants to learn and do or what kind of role he/she wants to play both short- and long-term. This may be the best, if not the only, way to see what kind of commitment someone will make. Workers will move on if they're bored, and they probably ought to, even if it's a temporary inconvenience.

Don't punish cynics 

Feel free to suppress public expressions of cynicism, but don't punish the perps. Managers tell me that their cynics may be irritating, but they're usually productive and reliable--and less demanding than those who believe in rosier scenarios. It's protective coloration. If someone knows there will be no raises, hard as that may be to accept, cynicism may help ease the pain.

Marilyn Moats Kennedy is Managing Partner, Career Strategies, Inc., Wilmette, Illinois, and a long-time member of the ACPE faculty. She may be reached at 1150 Wilmette Avenue, Wilmette, Illinois 60091, 708/251-1661. FAX [phone].