Leading People
in an Anxious World
by Karen Firestone
Safety is now Americans' overriding
concern.
Several years ago, as I sat in a secondary school board meeting, the
visiting headmaster of a K-8 school was asked what he considered the highest
priority for parents in choosing high schools. I was astounded when he said
"safety" rather than, for example, "quality of education."
But that was just a hint of how Americans' safety fears would blossom in the
years to come.
We have become the most anxious of nations, fearing terrorists,
gun rampage, sexual assault, hurricanes, tornadoes, snowstorms, identity theft,
discrimination, and germs, among other things, and not necessarily in that
order.
I favor encryption when any sensitive numbers or identifying data is sent to
clients, but would not safeguard the average email, where a few colleagues
might raise our safety bar as high as possible, almost regardless of cost. As a
firm, we're debate these issues more now than we ever did before.
When it comes to physical safety, the
sensitivity of the topic can make debate feel untouchable. Prior to one of many
storms last winter, our governor suggested that people stay off the roads to make
way for plows. Even if I felt the directive was alarmist, safety does and
should take precedent. In that case, our firm settled on a compromise where
people use discretion in their travel to and from work, but the office is open.
We can all estimate the cost in wages, rent and even missed opportunities to
sit with clients or each other.
This new frontier demands an executive
response aimed at making constituents feel secure, first, while also evaluating
the cost of any added safeguards. Here are some considerations for managers
that have been on my mind:
Recognize that we have widely different
thresholds beyond which we begin to feel unsafe.In my financial services company, we have a broad range of attitudes
about required security levels for everything from our office entrance, digital
encryption, and road safety during severe weather. It is essential to listen
and not force our own attitude onto our colleagues and employees.
Try to design policies so that
employees feel empowered to make some decisions themselves. For example, if the governor advises residents to avoid driving during a
hurricane warning, let people make their own choices about coming to or leaving
work. Otherwise, companies run the risk of people being resentful, anxious, or
distracted.
Analyze situations carefully in terms
of potential costs, liabilities, and benefits. A few years ago, I had a stalker. After this man aggressively
charged into our office, running past the security officer and into the
elevator, several of my colleagues not surprisingly felt that we needed to
create a safer environment. I was less worried, despite being the target of his
interest, believing that a night in jail and a severe warning from the judge
might have an effect.
However, we needed to address everyone's anxiety; that
required studying access and surveillance systems for doors, elevators, and
hallways. We selected a new entry locking system and convinced our
building-mates to install access card security in the elevators. While the
costs were not extreme, they were still meaningful, but the benefit in terms of
everyone's comfort level was worthwhile.
Sometimes it's worth it to take a
well-calculated risk.
On the day of the manhunt for the
second suspect in the Boston Marathon bombing, the governor of Massachusetts
ordered a "lockdown" in the highest risk towns and advised, but did not order,
residents of other communities to stay home from work for the day. I had
already driven into work before knowing the extent of the restrictions, having
written an email suggesting that my colleagues listen to the news, use
discretion, and follow the governor's instructions.
Part of my decision hinged on a meeting
planned that day with a client prospect, who, I suspected, might decide to come
into Boston that day anyway. I wrote him to say that I was available if, by any
chance, he was in the city, but that if not, we should reschedule at his
convenience. He was already at work in his office a block away.
While not the
major reason, I believe that one factor in his choice to hire us is that we
shared a similar, albeit, contrarian view of the widespread lockdown, and he
read something into that about my work ethic and that of a few colleagues who
rode bikes, walked or drove into city.
Most importantly, managers must
understand that this is a different world where we constantly face challenges
related to safety.
The cost to address security
in the physical and digital workplace is simply a larger expense line than in
the past, whether because of lost work days or because of the cost of securing
computers, digital files, or buildings. I've realized that I must not judge
anyone's decision to either come to work on a potentially dangerous day, or to
stay home with their families. This is especially true when public
transportation has been canceled, or when family dynamics factor into
individual decision making.
As managers, we must be sensitive to
our employees' fears and anxieties, which themselves reduce productivity and
satisfaction, while also being aware of what that means financially.
So when I
suggest that we drive out to Six Flags and ride the roller coaster together as
a bonding experience, I am ready to accept a toned down tilt-a-whirl option,
predetermined "designated drivers" for the ride home, and
pre-screening the amusement park for security protocol. This is our new world.
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