You're leading a team of some kind, and one of the team members has been severely injured or or has been stricken with a serious illness. I'll call him Andy. The team doesn't know about it yet, but, everyone knows him personally and when they find out, everyone will feel loss or worry.
In Part I, we explored what to do to prepare before you talk to the team. In this Part II, we look at what to say and how to say it.
- Tell the team what you can about Andy's near future
- Whatever you say must respect organizational policy and Andy's personal preferences. You might know his condition, and you might know his location and whether he's receiving visitors (he probably isn't yet). If you can, provide an address (or tell them when you will) for those who wish to send cards or good wishes.
- You probably don't know when or whether he'll be returning. It's best to say this as, "I don't yet know when Andy will be back." Telling people that you don't know whether he'll be back is probably unhelpful.
- Offer team members what they might need
- Some team members might benefit from counseling, though this is rare in the case of injury or illness. It probably isn't necessary to offer counseling to everyone, but be attentive to special cases.
- Beware: the event might have exposed previously hidden factors. For instance, Andy might be involved in an affair with another team member, who could be severely upset, and who might also be unwilling or unable to visit Andy because of privacy concerns. Private counseling might be desirable for both. Sensitivity on your part is a valuable asset.
- Beware the complexity of virtual relationships
- Some team members might have close virtual relationships with Andy. They might be thousands of miles away, and perhaps they have never met, but the emotional impact of the event can be every bit as painful and disruptive as if they were co-located.
- Contact remote or traveling team members in advance by telephone, and give them the news privately. Don't leave anything in voicemail other than a request for a return call. Ask for confidentiality until you talk to the rest of the team.
- It isn't necessary to have a new
plan immediately. Indeed, if you
do, you risk appearing over-eager
to replace the one stricken
- Announce that you'll be re-planning the work
- It isn't necessary to have a new plan immediately. Indeed, if you do, you risk appearing over-eager to replace Andy. Announce that some assignments might change, and that you might introduce new resources. Estimate a date by which you expect changes, and ask for their patience.
- Beware asking for input from the team generally, because resource allocation and scheduling is your job. Consulting some team members is fine, but do so with discretion.
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More articles on Emotions at Work:
- The Slippery Slope That Isn't
- "If we promote you, we'll have to promote all of them, too." This "slippery-slope"
tactic for winning debates works by exploiting our fears. Another in a series about rhetorical tricks
that push our buttons.
- Hot and Cold Running People
- Do you consider yourself a body linguist? Can you tell what people are thinking just by looking at gestures
and postures? Think again. Body language is much more complex and ambiguous than many would have us believe.
- The Uses of Empathy
- Even though empathy skills are somewhat undervalued in the workplace context, we do use them, for good
and for ill. What is empathy? How is it relevant at work?
- Some Subtleties of ad hominem Attacks
- Groups sometimes make mistakes based on faulty reasoning used in their debates. One source of faulty
reasoning is the ad hominem attack. Here are some insights that help groups recognize and avoid this
class of errors.
- Compulsive Talkers at Work: Peers II
- Our exploration of approaches for dealing with compulsive talkers now concludes, with Part II of a set
of suggestions for what to do when peers who talk compulsively interfere with your work.
Forthcoming issues of Point Lookout
- Coming May 15: Entry Intimidation
- Feeling intimidated about entering a new work situation can affect performance for both the new entrant and for the group as a whole. Four trouble patterns related to entry intimidation are inadvertent subversion, bullying, hat hanging, and defenses and sabotage. Available here and by RSS on May 15.
- And on May 22: Newtonian Blind Alleys: I
- When we decide how to allocate organizational resources, we make assumptions about how the world works. Often outside our awareness, the thinking of Sir Isaac Newton influences our assumptions. And sometimes they lead us into blind alleys. Universality is one example. Available here and by RSS on May 22.
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- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.