
- Break down onerous projects into components with realistic time frames.
- Put everyone in the picture. Let them know what to expect regarding workflow and timeframes. Be realistic. Don’t sugar-coat, but remember to discuss positives as well as any negatives.
- Spell out the benefits (rewards) for employees – as individuals – as well as those that will accrue to the firm when the current challenges have been met. Keep in mind how an employee might view the situation and anticipate issues. Welcome questions from your employees.
- Celebrate often – like when interim goals are met – perhaps hosting a breakfast or a pizza party, or providing employees with weekend movie tickets for their families. On a regular basis, recognize an employee for an outstanding job or major achievement.
- Get in the trenches and be the example you want to see in others. Nothing motivates like the boss rolling up his/her sleeves and working as hard as or harder than the employees.
- Institute an office-wide cleanup and shredding party. Organize and store materials that create clutter. Shred materials that you are no longer required to keep.
- Reorganize your office space into configurations that reflect how your employees work. Set up a quiet zone for those who need to research or write in a peaceful environment. Establish an area for brainstorming or creative thinking away from phones and laptops and hand-held technology. Switch desks/cubicles to facilitate team-building.
- Make some décor changes. Install some low-maintenance houseplants. Paint the walls a fresh, light, cheerful color. Give employees a modest allowance to upgrade their work area – with a plant, a lamp, wall décor or shelves. Exchange the art on the walls for something new and interesting.
- Take advantage of natural light and sunshine. When possible, hold meetings in locations where windows provide natural light and pleasant views or outside in a sunny spot, if the weather permits.
- Ditch antiquated policies, entitlements and procedures – and communicate what you’re doing and why. If you need some ideas on where to start, ask your employees.
- Count how many meetings are held each week. Make it a prerequisite that every meeting organizer:
- state the meeting’s goal/objective;
- draft and distribute a (short) agenda – with input from participants – before the meeting;
- have a start and a stop time; and
- distribute a follow-up summary to participants (distributed within one business day) that details decisions made and deadlines established.