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Rats!
Rats!
I don’t know if it’s true; you know, the thing about rats abandoning a sinking ship. You’d think that if rats were smart enough to know a ship was about to sink, they might also be smart enough to avoid joining the navy. While it may be intelligence that allows rats to know when to head for the life boats, their two-legged counterparts seem to be working purely on instinct.
For rats when the ship begins to sink there is but a single move… overboard! But when a company is in trouble, there are two inevitable moves. First a blame fest complete with bloodbath. Somebody has to take the fall. (I’m not saying this is fair. It is what it is.)
Second, there will be a re-organization. No matter which way or how far the pendulum has swung, you can bet that top management will determine that it has gone too far and in the wrong direction. Business units that were centralized will be de-centralized with the expectation that creativity and an entrepreneurial spirit is just what the doctor ordered. Conversely, business units that were formerly de-centralized will be brought back under the watchful eye of corporate in order to tame the rampant development of fiefdoms.
But once the blood is no more than ankle deep, it will be the most talented who are next to go. Why? Because they are the ones who are confident in their competence. They know they are good. They know their industry peers know they are good. They don’t mind getting wet and they actually look forward to the swim.
If the ship doesn’t sink but instead just lists at a frightening but still sailable angle, who will be left to navigate to the safety of a welcome dry dock? The old and the marginal performers.
When a wave of circumstance grabs a company and literally shakes the life out of it, who hangs on tightest? The employees who are too close to retirement to risk a drastic change. At a time when the organization may need their tribal knowledge and clear thinking the most, these folks head for their quarters and avoid conflict at all costs. They aren’t going to risk flushing a career to do battle with some young Turk who doesn’t have (and probably doesn’t know he doesn’t have) the navigation skills to save the organization. The only ones who can possibly save you are the same ones who aren’t talking.
And who’s left? While there may be a surprise stand-out or two willing to jump into the fray, the vast majority will be the unremarkable average employee who just wants to hold on till Friday. Not exactly the crew likely to save the ship. Instead it becomes a matter of every man for himself!
What do you do?
When in trouble, look for understanding rather than scapegoats.
Avoid knee-jerk re-organization. It wastes time and resources and draws attention away from the real problems. Also, it’s tough on your people.
Identify the remaining winners and tie their success to the success of the organization. Make staying more attractive than leaving. Act as though you have first-hand information that your winners have already dusted off their resume and are discreetly shopping it around.
Inventory and document tribal knowledge. You may discover that the old fart on the loading dock has been around long enough to have been there and done that and knows exactly what will work… or not.
Finally, if you are not the captain and your captain doesn’t follow the steps listed above… jump!
