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Combating the Effects of War
~~ Terri Levine

Morale is at its lowest ebb due to the anxiety associated with the threat of further terrorist attacks, concern with fellow workmates and loved ones fighting overseas, and decreased job security because of the economy and an unknown future. As if this were not enough to contend with, smaller, unspoken wars are fought among employees as they argue over who is right, (war protesters and war supporters), creating divisions and splitting harmony.

Businesses are disrupted not only because of the insecurity of an uncertain economy, but also because they are losing personnel to military call up, leaving behind employees who must take on extra duties to cover the absentee, as well as handle the daily stress and anxiety brought on by the war itself.

If ever a company was going to introduce morale boosting techniques into its workplace, it should be now. Leniency should be shown towards employees who spend an extra five minutes around the water cooler discussing the latest war news, because that extra 5 minutes could be the difference between an unproductive employee and a productive employee. People need to talk about their fears and concerns, they need to get it off their chest, so they do not continue to dwell on it and they can move on with their activities.

Leniency should also be shown to employees who have immediate family members fighting overseas. It is understandable that performing their work will pale in significance against concern for the welfare of a father, husband, boyfriend, or brother fighting overseas.

Counseling services can be considered for businesses whose productivity is noticeably affected, and this will benefit all employees, whether they have loved ones overseas or not. Employers with Employee Assistance Programs should make contact information available, and they may also consider the American Red Cross who provides resources and materials to help people, including children, cope with trauma and anxieties. Whatever investments or allowances companies make for their employees, it will be remembered long after the war, and they will be rewarded by employee loyalty and healthy production.

Other strategies companies and employees can consider to boost morale and feelings of usefulness may include fund-raising events and donation drives, even blood donations. Bringing employees together and developing a supportive team spirited environment is important. If division exists with pro and anti war supporters working closely together, they should be encouraged to respect each other's opinions and agree that the most important issue is that the troops should return home safe and sound and focus on that.

If the economy dictates that layoffs must be considered, employers should ensure severance packages are adequate, and help should be offered to assist affected employees to find new employment. Consideration must also be given to those employees left behind who may suffer feelings of 'guilt' for surviving the downsizing. Some companies may be in a position to consider putting the problem to their employees who may come up with ideas previously not considered and which may mean less or no job losses, or who may prefer to, and be in a better position to decide who can most afford to be laid off and who cannot.

It is not a good idea to leave radios playing all day long with war coverage. Not only is this distracting, but it does nothing to improve morale. By all means, allow lunch time news announcements, because people do want to be kept informed, but limit it to one room/office area so that those who do not wish to hear it, do not have to.

All efforts should be taken to brighten up the workplace now, and I'm not talking about a new coat of paint. Inject humor into the workplace and a fun atmosphere to counteract the heaviness being felt by employees. I'm not suggesting you turn your office into a three ring circus, but you can encourage everyone to smile by producing a light-hearted newsletter, hold inter-office fun competitions, etc. Companies can even survey their employees for ideas. Lifting morale need not be an expensive exercise and in many instances, will just require some imagination and persistence. Encourage managers to move through their departments more regularly, smiling, asking people how they are doing, offering light-hearted small talk to lighten the mood of the office/factory.

Employees may feel powerless and useless. Companies can motivate their employees by advising them on issues that reflect not only safety strategies whilst at work, but ways in which they can keep their homes and families safe. Organizations can find ways to show employees that what they are doing is worthwhile, useful, and if possible, extend that further to show how that helps the war effort. (Even if only to ensure the troops return home to find things as they left it, and not running downhill.)

Employees themselves should talk to their Managers and express their fears and concerns. It should be possible, under the current circumstances, for employees to negotiate time off if /when needed if immediate family is overseas serving in an active capacity in Iraq. These employees will have their down days and if they know their employer is sympathetic and supportive and willing to compromise during these difficult days, it eases the pressures a little from the employee by removing the guilt associated with under-performing.

Employees can help themselves also by limiting their exposure to radio and TV war broadcasts. It is one thing to be updated with news and another to be glued to the media 24/7. Keeping busy and keeping one's mind occupied is something that will benefit both employee and employer, however, if an employee cannot concentrate on work through war anxieties, it is time to consider counseling. They, or their employer, can find out about what counseling services may be available in their area (and some government and voluntary services may be free).

Some departments within an organization may appreciate starting their work day with a prayer, or a discussion of events (to get it out of their system and permit them to then concentrate a little more on their work). Some employees may like to rally round and ensure fellow employees who have partners or family members fighting overseas have plenty of support during and after work hours, by visiting, suggesting outings, etc.

A cheerful environment, a lenient attitude, and a supportive and understanding management will all assist to helping the majority of employees continue to function productively. Ultimately, though, responsibility falls on the individual for their chosen outlook on life and their reaction to events beyond their immediate control. Motivational posters or seminars may assist employees to ask themselves the important questions, like "How do YOU intend to create YOUR life experience?" and "How can you take back control of YOUR life?" Learning how to take responsibility for one's life and one's destiny is most empowering, and when people feel strong and secure and confident, they are better equipped to deal with the ups and downs of life.

And finally, one thing all employees can do for themselves is learn to take extraordinary care of themselves. Companies can and do hire Coaches to teach their employees many things, one of which is striking a healthy life/work balance and incorporating extraordinary self-care techniques into their busy days. Making the most of leisure time, pampering oneself, finding private time for self, etc., all aid to combat stress, and are useful tools at any time, war or no war.

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Author info:
Terri Levine, The Guru of Coaching SM, Ph.D., MCC, is the best selling author of several books including the international bestseller Work Yourself Happy, Coaching for an Extraordinary Life, Create Your Ideal Body, the international bestseller Stop Managing, Start Coaching! and her newly released book The Successful Coach co-authored with Larina Kase and Joe Vitale was just released by Wiley. She is the founder the international coach training program: The Coaching Institute, www.CoachInstitute.com. She can be contacted through the web at www.CoachInstitute.com/contactus.html or by phone 877-401-6165.