Masonry Magazine November 2001 Page. 27
In a crisis, every person and every company needs an adjustment period. Companies that don't make room for this psychological necessity find it more difficult to move ahead. Encourage and support your people to recognize and experience the loss, even if it's the loss that comes from giving up the "We've always done it this way" syndrome. Grief includes five key stages (denial, bargaining, anger, depression and acceptance) that may come in any order except for acceptance, which is always the final stage. Guide your family and your team through the process, giving them room for their feelings to be expressed. Make sure to do the same for yourself. Call Barton toll free at 866-522-7866.
I recommend that you pay close attention to the six employee need areas listed below. Please understand that not all your employees will need attention in all areas. Some might not need any attention at all while some could need attention in several of the below listed areas. Your role in helping your employees is to keep your eyes open to their special needs. It might also be helpful for your employees if you could communicate your willingness to help. Perhaps a memo or posted notice stating that you are available to help them in this difficult time would make it easier for them to approach you about their needs?
Employees That Need Support:
Some people, in turbulent times, need a bit of a crutch on which to lean. You, as an employer, very well may be that support mechanism. In times when people need this shoring up of their fortitude and morale, they could also need additional guidance. President George W. Bush, during his September 20th address to the joint members of Congress provided America with both an emotional and moral compass. You as an employer can make a big difference in the lives of your employees by providing, on a daily basis, the same emotional and moral compass.
Employees That Need to Reassess Their Priorities:
A good number of people are taking a closer look at their life and how they have selected their priorities. It is common, following a critical event in one's life to reassess. You can help your employees by being open to the changes they select. You may find it necessary to allow some people, which have been deeply affected, to transfer into a new position or set of responsibilities. Be open to the possibilities.
Employees That Need New Challenges:
Some employees may feel a need to share in the leadership role. This might help them to have some sense of control in their lives. In the late 1920's and early 1930's, Harvard University conducted several employee productivity studies at Western Electric's Hawthorne Works. At that time they concluded that people were more productive when they had some control over their work environment - the same is true today. Perhaps an employee could head a new project, take the lead in learning a new technology, or even participate in management meetings representing the rank and file employees. Donnelly Corporation of Holland, Michigan has had great success worldwide for several years with the idea of employee representation.
Employees That Need Guidance and Mentoring:
Most people, sometime in their careers, need some guidance and/or mentoring. Living through tragedy can amplify this need. As perhaps you are, your employees, especially GenX-
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MASONRY NOVEMBER, 2001 27