During a downturn an employee’s job security is threatened, even though the organisation might actually be in good shape. With constant media reports about public sector cuts and the risk of a possible double dip, employees become more concerned about job safety than about the organisation itself. They often shift from striving to realise their potential to protecting themselves against a perceived threat to their family life.

At times like this management need to become more actively involved. Strategies to adopt include a switch from ‘broadcast communications’ to personal conversations. It is proven that low morale is directly linked to secrecy and avoidance. Leaders need to increase office walkabouts and get more involved in the company’s intranet. Some may also need to prepare line managers for difficult conversations.

Context and clarity of messages are critical and managers can help understanding by providing ‘local’ interpretation about the situation.

The old mantra of actions not concepts holds true; bring fun back into the workplace by holding more family days, community relations events and charitable activities. Encourage after-work drinks or lively competitions in the workplace. Boosting the morale of your employees during a downturn not only gives them comfort, it also helps efficiency.