Jane Sutton, general manager of Caffeine and Crullers, has seen the enthusiasm of her staff dwindle each week as Scone Prone takes more and more market share. At the last meeting, Jane soft-pedaled the threat so her team didn't get upset, and people were arguing, doodling, and texting anything but solving the big problem of how to win back customers. No one seemed to care. Then it hit her: Her management team was acting as if they didn't understand the seriousness of the situation. They didn't seem to get that C&C could go out of business and they would all lose their jobs. Moreover, the team didn't seem to share the vision of what this company could become if they innovated and worked harder to take back market share. Jane is thinking to herself that at the next meeting, she has to change her approach. The company is sinking fast.
If you were Jane, what would you do at the next meeting?
All the employees seem to be disoriented and not focused on the organizational goal. Jane would first have to state and explain the organizational goals to the top management and ensure the same is communicated to all employees through a strong communication plan.
Further, she must devise a motivational strategy to motivate employees to come up with innovative ideas to attract new customers. Also, devise a strategy to develop customer relationships and maintain relationship with existing customers.
She needs employee engagement initiatives to develop and strengthen interpersonal relationships among employees and ensure their loyalty towards the organization. During the meeting, Jane must inform her employees the current situation and what would happen if they didn't improve. Then, explain the new strategy and how it would deliver success. Emphasize on employee involvement and encourage information sharing.
If I were Jane, I would definitely take this matter seriously and devise strategies to motivate the employees and bring about a cultural change within the organization.