Conflict in the workplace is a painful reality and a key reason for poor productivity and frustration.  Do you have people in your workplace that cause problems for everyone else?  Do they create additional work for others?  One point is clear–conflict does not magically go away and only gets worse when ignored.

Certain types of workplace conflict are readily identified.  Other forms of conflict may not be so easily detected.  Small, irritating events such as negative attitudes occur repeatedly over time and can cause people to strike out at each other.  In many cases, conflict occurs at the senior level of the organization.  In these situations some kind of intervention is needed.

What type of workplace conflict requires intervention?   Anything that disrupts the office, impacts on productivity or poses a threat to other employees needs addressing.  The degree to which you tolerate a situation before intervention may vary.   A manager may not feel it necessary to intervene when a minor exchange of words occurs between employees–unless such an incident becomes a daily occurrence and expands beyond the employees initially involved.  However, a situation where one employee threatens another requires immediate action.  When handling conflict, some basic guidelines apply.

Understand the situation.  Few situations are exactly as they seem or as presented to you by others. Before you try to settle the conflict insure you have investigated both sides of the issue.

Acknowledge the problem.  I remember an exchange between two board members.  One member was frustrated with the direction the organization was taking.  He told the other, “Just don’t worry about it.  It isn’t that important.”  Keep in mind what appears to be a small issue to you can be a major issue with another.  Acknowledging the frustration and concerns is an important step in resolving the conflict.

Be patient and take your time. The old adage, “Haste makes waste,” has more truth in it than we sometimes realize.  Take time to evaluate all information.  A too-quick decision does more harm than good when it turns out to be the wrong decision and further alienating the individual involved.

Avoid using coercion and intimidation.  Emotional outbursts or coercing people may stop the problem temporarily, but do not fool yourself into thinking it is a long-term solution.  Odds are the problem will resurface.  At that point not only will you have the initial problem to deal with, but also the angry feelings that have festered below the surface during the interim.

Focus on the problem, not the individual.  Most people have known at least one “problematic individual” during their work experience.  Avoid your own pre-conceived attitudes about individuals.  Person X may not be the most congenial individual on your staff.  This does not mean they do not have a legitimate problem or issue.  Focus on identifying and resolving the conflict.  If, after careful and thorough analysis, you determine the individual is the problem, then focus on the individual at that point.

Establish guidelines. Before conducting a formal meeting between individuals, get both parties to agree to a few meeting guidelines.  Ask them to express themselves calmly—as unemotionally as possible. Have them agree to attempt to understand each other’s perspective.  Tell them if they violate the guidelines the meeting will come to an end.

Keep the communication open.  The ultimate goal in conflict resolution is for both parties to resolve the issue between themselves. Allow both parties to express their viewpoint, but also share your perspective.  Attempt to facilitate the meeting and help them pinpoint the real issue causing conflict.

Act decisively.  Once you have taken time to gather information, talked to all the parties involved, and reviewed all the circumstances, make your decision and act.  Don’t leave the issue in limbo.  Taking too long to make a decision could damage your credibility and their perception of you.  They may view you as either too weak, too uncaring, or both, to handle the problem.   Not everyone will agree with your decision, but at least they will know where you stand.

Greg Smith’s cutting-edge keynotes, consulting, and training programs have helped businesses improve communication, reduce turnover, increase sales, hire better people and deliver better customer service.  As President and founder of Chart Your Course International he has implemented professional development programs for thousands of organizations globally.  He has authored nine informative books including 401 Proven Ways to Retain Your Best Employees.  He lives in Conyers, Georgia.  Sign up for his free Navigator Newsletter by visiting www.ChartCourse.com or call (770) 860-9464.

www.chartcourse.com I was fortunate to appear in the Investors Business Daily on August 25. The topic of the feature article was what employers need to do know to retain their good employees.  Employee retention and employee engagement are vital ingredients for a successful organization. You can view the artile on the IBD website.

http://old.investors.com/editorial/IBDArticles.asp?artsec=24&issue=20090821

Tulips, Turnips and Turn a Round Strategies

Have you ever experienced this in your company?  Company X celebrated their 20th anniversary this year.  During those 20 years a lot of things have changed.  Once a shining star in their industry, now the shine seemed to be fading fast.

The HR Director was the first person to bring up the problem.  It seemed the executives were going in one direction and everyone else was moving in the opposite direction.  During the past 12 months they implemented two realignments and laid off 20% of the workforce.  Employees complained they were working the jobs of two people, the lack of communication and a growing frustration and distrust of management.  People reported the leadership direction appeared reactionary and disjointed.  The HR Director tried to explain the problem to the President, but it became clear the meeting was not going anywhere.

When we entered the picture, I requested a meeting with the President.  After I asked a few questions the picture became clear.  He had been in his position for eight months and was brought in to turn things around.  It seemed the harder he pushed the worse things became.  His frustration was palpable. His executive leadership team was not working together and in fact, one of his executives was sabotaging the process.  The combined frustration had caused him many sleepless nights, high blood pressure and was affecting his home life.  If the company did not turn the corner soon they would ultimately face bankruptcy and disgrace.

Jim Collin’s latest book, “Why the Mighty Fall,” describes the five stages of decline this company was experiencing.

Stage 1: Hubris Born of Success

During this stage the company begins losing sight of the values and strategies that made it successful.  Their success becomes a weakness and begins to eat away at their foundation and a feeling of “entitlement” permeates the organization.

Stage 2: Undisciplined Pursuit of More

The organization has the feeling they can do no wrong. They feel they are invincible and blind to their incompetence.  They expand into markets and make risky and undisciplined decisions to grow, purchase, expand and enter into areas they know little about or should be involved in. 

Stage 3: Denial of Risk and Peril

As they enter this stage, warning signs and metrics begin to mount.  Teamwork, communication and morale issues begin to surface.  Despite the symptoms, they ignore reality and continue along the path of destruction.

Stage 4: Grasping for Salvation

At this stage, they are struggling and looking for a silver bullet solution to save them.  Typical actions can include bringing in a new charismatic CEO, bold and daring new strategies, new acquisitions and radical transformations.  The clock is ticking and unless they get the right help at this stage, they have little chance of recovering.   

Stage 5: Capitulation to Irrelevance and Death

So what do you do if you find yourself in this predicament?  The good news is if you catch the decline in the early stages then most companies can remedy the problem themselves.  But when the problem has gone on for a lengthily amount of time, when the band-aids, silver bullet programs, flavor de-jour have failed to work, then you may need outside assistance.  The longer you wait the more difficult the cure.  It is similar to a patient who keeps experiencing a pain that never goes away.  When they finally go the doctor the treatment ends up costing a lot more money in lost opportunities, time and inconvenience. 

I have learned an “outsider” has a special ability to address and talk openly about business matters an “insider” cannot.  The old proverb, “it is lonely at the top” is true.  Executives can share things with me they will never share with others in the company.  This position of trust is sacred and the objective and honest feedback is critical.

A couple of weeks later the executive team met offsite for a day long meeting.  The executive team was comprised of intelligent, dedicated and motivated individuals.  However, each individual had a completely different personality, values and an opinion on how to lead their company out of the mess.  They were able to lay everything on the table—no holds barred.  At the end of the offsite they had outlined a unified strategy, goals and action steps to move forward.  Now after several months, the company has turned the corner and mostly everyone is pleased in the direction they are going.

 

Chart Your Course International completed the 2009 Job Satisfaction Survey in July.  The survey focused on how people felt about their jobs and their working environment during the economic downturn.  Respondents were asked 13 questions relating to job frustration, trust, motivation, employee retention and communication in the workplace.  Over 200 people responded to the online survey. 

The most notable change from previous surveys was how people felt about their senior executives.  Over 20% of the respondents indicated they do not trust their executives.  Additionally, over 35% felt their executives did not make sound and informed decisions. 

During the past 12 months 39% of the workforce felt their productivity had improved, while 28% felt it had decreased.  On a positive note, 68% felt motivated to do a good job.  However, the majority of respondents said “poor communication” and a feeling of a “lack of appreciation” plague most workplaces.

Participants were asked if they were going to quit or stay with their employer when the economy improves; 49% of the current workforce plan on staying while 21% said they are definitely planning to leave.  However, 29% indicated “they did not know.”

“The percentage of workers who said ‘they did not know’ should concern employers the most,” according to Gregory P. Smith, President of Chart Your Course International and the creator of the survey.

Comments from the survey indicate some businesses have resorted to a caustic “you should be thankful you have a job” mentality.  “As a result, this may have unintended consequences and could negatively impact on employers when the economy starts to rebound” says Smith.  Employers may face a significant percentage of workers who may abandon ship for a better place to work just when they need to ramp up.  The additional recruitment, turnover and training costs could place employers in even greater financial jeopardy.  Smith adds, “A good place to work is a good place to work during good times and bad.”

Chart Your Course International helps organizations create good places to work that maximize their effectiveness and profitability by improving the performance of their people.  They deliver a portfolio of performance improving strategies that produce measurable results by strengthening the performance and productivity of individual employees and organizations as a whole.  Greg Smith is the author of “401 Proven Ways to Retain Your Best Employees.”

The survey can be found online at http://www.chartcourse.com/survey-job_satisfaction.html

Just finished putting a free email leadership course on my website. Anyone can sign up.
http://www.chartcourse.com/freebusinesstips.html

Icebreakers and Team Building Exercises

How many meetings have you been to that are just the same old thing — boring gatherings you cannot wait to leave. Most meetings are poorly managed and non-productive.

I have been a teacher, management consultant, and meeting facilitator for over twenty years. In the hundreds of classes and seminars I have taught, I have learned one truth — people learn quicker if you make classes and meetings fun and interesting.

By using team building exercises and meeting icebreakers you can make your next meeting, class, or team building event something dynamic and productive.

It is wise to consider a few basic elements before choosing an exercise or a meeting icebreaker.

Ownership — First, icebreakers tend to work best when participants have taken ownership of the activity chosen by the facilitator. You must put five key elements in place.

1. Explain the activity.
2. Provide the goals of the activity.
3. Outline the structure of the activity.
4. Allow time for questions.
5. Give permission to participate at their comfort level.

This last element is crucial and overlooked in many cases. Make an announcement at the beginning of an exercise to insure participants understand they are not “bound” to participate in the activity.

For those who opt out, perhaps ask them to be “observers” and see if they are comfortable providing a debriefing at the end of the event. Provide them something constructive to do during the exercise. When given the freewill to choose, people will take greater ownership of their participation.

Set the Climate — Icebreakers set the climate for the event to proceed. With this understanding, it makes sense to choose an icebreaker that is in alignment with the climate of the meeting. An icebreaker or team building exercise could send a wrong message. The unintended message could send the meeting in a different direction. Therefore, it makes sense to spend the time to choose the proper meeting icebreaker.

Learning Objectives — Some trainers and facilitators prefer using either a meeting icebreaker or team building exercise focused on the learning objectives related to the meeting, training program, or goal of the group. Others prefer using an unrelated exercise just to break the ice. However, each icebreaker is dynamic and has both intended and unintended consequences. Consider this prior to the event so you can maximize the experience and build a cohesive meeting.

Safety — The first rule is not to take any chances that could cause physical injury to your participants. 

One of my favorite team building exercises is called the “Terrorist Toxic Popcorn Situation.” This is an easy exercise for both adults and teens. The goal is to decontaminate a can of “toxic” popcorn that has been secretly placed in the room by “terrorists.” Your team must quickly come up with a plan of action; assemble tools and equipment, transfer the material into a “safe” container before the “toxic” substance explodes. This is a great game to identify the planners, doers, and thinkers in your group. It also demonstrates the importance of having a good plan.

A Great Day for Hats!

Give each participant a donut-shaped piece of felt or other material approximately 18 inches in diameter. Tell participants to form a hat with the material. Participants should have enough time to make their hat. At the end of the team exercise, allow each person to explain the hat they created. You can also put people on teams and have some friendly competition between the groups on who can come up with the most creative hat.

Letters and Names

Give each person a few moments to think of an adjective starting with the same first letter in his or her first name (e.g. “Great Greg”). Begin by modeling it yourself. Then go around the group asking each person to state their name/adjective combination. During various points of the exercise, or at the end, ask volunteers to remember and repeat each of the names and adjectives volunteered so far. Provide prizes to those who do the best job.

The Napkin Game

Ask participants to form equal size groups. Give each group a napkin and ask them to fold the napkin as small as possible. However, it must be large enough for members of the team to place their toe on the napkin.

Paper-Tearing Exercise

This meeting icebreaker only takes about 5 minutes to conduct.

Give everyone a blank 8 ½-by-11-inch sheet of paper. Tell them the following:  “We are going to do something that will show us some important things about communication. Pick up your sheet of paper and hold it in front of you. Close your eyes and follow my directions—and no peeking — you cannot ask questions.”

Then tell them the following. “Fold your sheet of paper in half. Now tear off the upper right-hand corner. Fold it in half again and tear off the upper left hand corner of the sheet.

Fold it in half again. Now tear off the lower right-hand corner of the sheet.”

After the tearing is complete, say something like “Now open your eyes, and let’s see what you have. If I did a good job of communicating and you did a good job of following my directions, all of your sheets should look the same!” 

Hold your sheet up for them to see. It is highly unlikely any sheet will match yours exactly.

Ask the group why no one’s piece of paper matched yours. You will probably get responses like “You didn’t let us ask questions!” or “Your directions could be interpreted in different ways.” Then, lead them in a discussion about the need for effective communication.

Greg Smith’s cutting-edge keynotes, consulting, and training programs have helped businesses build better teams, reduce turnover, increase sales, hire better people and deliver better customer service. He has authored nine informative books including his best-selling book called, Icebreakers and Teambuilding Exercises. He lives in Conyers, Georgia. Sign up for his free Navigator Newsletter by visiting www.chartcourse.com. Get more free meeting icebreakers by visiting http://www.chartcourse.com/icebreakers-book.html

Fear and anxiety dominates the workplace. People are feeling depressed and scared. Those who have jobs are waiting anxiously for the next shoe to drop. Millions of people feel victimized by the economy. Others have given up on hope. The effect is lowering motivation and job productivity the world over.

 

Well–It is a good thing I don’t feel that way!  I refuse to be pessimistic. The sky is not falling. 

 

No matter if you are the President of the United States or the President of the local PTA; you have a tremendous opportunity to make difference in the lives of others. That opportunity is realized by the words we use and the attitude we choose.

 

If you are a leader—you have a higher calling – a responsibility to set a positive example for others to follow. Now more than ever, this world, this country and your business need optimistic leadership. The people you influence are looking for optimism and a positive direction to follow. This is what good leaders do.

 

In my own experiences I have learned time and time again—with the right leadership, people can do amazing things. Let’s sign an agreement to be more positive leaders. If we do, we will snap out of this recession much quicker.

 

A Hero Lies in Each of Us

 

The heroic actions demonstrated by Captain Chesley “Sully” Sullenberger and his magnificent crew on US Airways Flight 1549 is worthy of admiration. It comes with no surprise to appreciate the powerful response people associate with this incident. He made a perfectly executed landing in the Hudson Bay resulting in no loss of life.

 

If we dissect this event — each of us appreciate something different. There is not enough space and time for me to list all the aspects, but here are a couple that stand out in my mind.

 

Others come first. Once the plane was in the water Sully was the last to abandon ship. He did not get off until everyone was outside the plane.  Even after Captain Sullenberger achieved his celebrity you still sense his humility — not selfishly seeking glory.

 

I believe Joel Barker’s definition of a leader best describes Captain Sullenberger. Barker says, “A leader is someone who takes you to a destination you will not go to by yourself.”  That is certainly true in this incident.

 

We have grown callous by all the negative images we see in the media. Fallen titans motivated by corruption and greed and bombard us in the news media. Whether it is peanut butter, private jets, or golden parachutes we have grown skeptical and less trustful of others.

 

We tend to forget there are far more good people in this world than bad. Sullenber and his crew made us hopefull and proud again. That is a good thing.

 

If you would like to view the 60 Minutes interview with Captain Sullenberger, please go to my blog.

 

http://www.cbsnews.com/video/watch/?id=4784012n

Source: Herman Trend Alert

A recent study by the well-respected organization The Corporate Executive Board offers some sage advice for corporate leaders about how to successfully navigate the next year.

Speaking on MSNBC, Tom Monahan, Chairman and CEO of this unique peer-to-peer network, shared the results of their recent research. When asked which issues would be most challenging in 2009, 30 percent of the corporate leaders who responded answered “protecting growth initiatives”, 24 percent said “making critical talent plays”, 21 percent answered “exploiting risk opportunities”, and 17 percent replied “improving cost discipline”.

Overall, the suggested strategies highlight the need for leaders to change in five key areas. First, the report directs executives to “focus on product and services [expenditures] in their cost-cutting process, not just overhead cost, because that is where long-term competitive advantage lies”.

Second, leaders must be vigilant to “protect growth initiatives “. This strategy involves identifying and sheltering growth opportunities in the capital budget. In addition, the report suggests they integrate concrete innovation targets into performance expectations and reporting, even while belt-tightening”.

Third, leverage financial strengths. Foster innovations that target the shifting financial strengths of customers and suppliers.

Fourth, “exploit risk opportunities: embrace, don’t eradicate, “the right” risk exposures”.

Finally, and in our view most importantly, now is the time to “make critical talent plays”, “to court and cultivate tomorrow’s winners”. Take the opportunity to close critical skill gaps with less-occupied talent. Reward outstanding performance. “Use the economic crisis to sharpen the acumen of future executives.” “Embrace offshore centers as a source for critical skills and next-generation executive leadership, not just low-cost execution.”

The study also found that one in four top, high-performing employees expects to leave in next 12 months, up from one in 10 last year. Wise employers will use this downtime to re-engage employees with “stay interviews”, re-orientation, and special projects. This re-engagement will also reduce the five percent productivity loss that translates into about $100 Million in lost operating cash flow for the average company. Monahan closed his interview with an astute observation: “Companies playing offense on talent have a remarkable opportunity right now.”

Herman Trend Alerts are written by Joyce Gioia-Herman, a strategic

business futurist, Certified Management Consultant, author, and

professional speaker. Archived editions are posted at http://www.hermangroup.com/archive.html

Navigator #146

The Navigator is published by Greg Smith,
“Lead Navigator & Captain” of Chart Your Course International Inc.

You are recieving this newsletter in text only.

If you would like to recieve the color version and video version
of this newsletter, please subscribe at the bottom of any page
on my website. Or you can view this newsletter on our website:
http://www.chartcourse.com/Enav-146.html

See the bottom of this newsletter to subscribe or to unsubscribe.
#############################################
PERSONAL NOTE FROM THE CAPTAIN

I hope your new year is off to a great start! With reality
being what it is, let us hope the economy will start improving soon.

I am proud to introduce a new associate who is now
working with Chart Your Course International. As a
consultant, trainer, and professional problem solver,
Tangela Johnson has taught hundreds how to engage
their employees and stand out in the marketplace by
focusing on the key principles of leadership, communication,
and customer service. She provides guidance and
training to companies who are interested in productive
change and repositioning themselves for the future.
For more information please visit:

http://www.chartcourse.com/strategicpartners.html

I wish everyone a positive and happy new year!

Greg

#############################################
AVOID GETTING LAID OFF: HOW TO KEEP YOUR
HEAD OFF THE CHOPPING BLOCK

A reporter from the Washington Post asked me to answer
questions for a story they are working on this month. Visit my
Blog and provide your comment on my opinions.

Here is one of the questions:
Should an employee try to stand out or keep a low profile?

http://chartcourse.wordpress.com/
#############################################
HIRE THE RIGHT PEOPLE

A lot of people are looking for jobs. This means there are
many talented workers available. So, it is even more than
important you don’t make a hiring mistake. Explore how our
assessments can help insure you promote or hire the right
person for the right job.

http://www.chartcourse.com/Assessment_Center.html
#############################################
TRANSFORMATIONAL LEADERSHIP TELESEMINAR

We are continuing with Sessions 2 and 3 on January
15 and 22. We had over 300 people sign up for Session
1 in December. Even though we cannot offer these two
sessions for free, we have adjusted the cost for the
economic situation some of you may face.

http://www.chartcourse.com/Confirmation-Transformational_Leadership.html
#############################################
GREG’S VIDEO CLIPS ON YOUTUBE.COM

I have placed some of my best video clips on YouTube.com.
Do me a favor, and provide a star rating on your favorites.
If you don’t have a YouTube account, you maybe asked to open one.

http://www.youtube.com/user/greg19532
#############################################
AVOID STAGNATION: IMPROVING YOUR MANAGEMENT SKILLS

Many businesses have cut their training budgets. However, if
you want an economical and cost effective way to update your
supervisory skills, I suggest you look at our 14 different courses.
For as little as $49 per course, you can benefit greatly and show
your company you are doing your part in your professional development.

http://www.chartcourse.com/supervisory_training.html
#############################################
SHOWING APPRECIATION WITH AN
AUTHENTIC GREETING CARD

Have you received one of those electronic greeting cards?
Not very impressive. Did you ever forget an important
anniversary or birthday? Recently someone told me about
this really cool company that makes it so simple to send an
authentic greeting card; you will wonder why you didn’t hear
about this a long time ago. We are all busy—and now I no
longer have to go to the store, pick out a card, write a little
note, look up the address, find a stamp, and walk out to the
mail box. By the time I do all of that, I usually miss the date
I am trying to recognize in the first place.

The great thing about this program, it is all Internet based.
You can store each of your addresses and dates such as
anniversaries and birthdays, plus you will be reminded when
to send the card. You can choose from thousands of different
cards–and if you are creative, there is a special feature to
add your own personal photographs in the design process.
Another really neat addition, this program will scan in your
personal handwriting and signature so it looks like you
actually handwrote the note and address on the envelope.

Just think of the impact a personal greeting card could
have on your family, clients, staff, or employees. They
even put it in the envelope, add a stamp, and take it to the
post office for you—all for less than 75 cents per card
including postage.

You can watch a video and even sign up for a free account
to send out two cards by visiting this website.

http://www.sendoutcards.com/gregsmith
#############################################
SCRATCH AND DENT SALE

Everybody loves a good sale—and you won’t believe the fantastic
prices on some of our books and videos. We have marked these
items up to 60% off. Several of the videos have been opened, or
they are the older VHS version–and some of the books have bent
corners. We will even pay the shipping (U.S. orders only).
Don’t wait–Make your order now before they are gone.

http://www.chartcourse.com/captainsspecialdeals.html
#############################################
FORWARD TO YOUR FRIENDS

If you find our information interesting, please
send it to your friends. The Navigator newsletter is
received by over 27,000 subscribers in 49 countries.

Click here to join the Navigator
http://www.chartcourse.com/emailnavnews.htm

Answers to questions submitted by the Washington Post

Describe the current jobs climate for employees. What should employees in general be expecting in the upcoming month? What should the unemployed expect? Are there any jobs that are recession-proof?

Most likely, employees should expect another round of layoffs in January. Many employers held on to their employers during the holidays to avoid the “Scrooge” complex. Now that the holidays are over, many employers will be forced to let them go.

I received a phone call from a concerned individual who works at a large IT company in the U.S. She started describing her current work environment. She said, “The economy has changed everything here. Management has started outsourcing to India. We are all under the gun to cut costs and improve productivity. If we don’t, they said we could be the next to go. Just a month or two ago, they had a collaborative work team. They worked well together and helped each other. That al has changed. Everyone is afraid to work with each other for fear they may look like the weak link. Everyone is angry and frustrated and no one wants to help each other.

Just about every industry has been affected by this economic crisis. However, there are many areas of this country and industries have been less affected than others. The oil and gas industry remains strong. An emerging natural gas industry is expanding and vibrant. Subsequently, many states in the Midwest are facing labor shortages and are recruiting from other states to keep up with demand. For example, the city of Atlanta has 7% unemployment, while Bismarck, North Dakota faces unemployment of less than 2%.

The jobs least affected by the recession are the military and government. Law enforcement positions are always in demand. Healthcare positions in nursing and medical specialists remain strong and in constant demand. Dental specialist jobs were in demand prior to the recession. Now dental practices are finding their patients skipping exams and cleanings. More people are having dentures put in instead of paying for costly dental treatments.

High-tech job are in demand and growing. I recently spoke at a technology conference. One of the outcomes from the meeting was to discover 80% of the employers were still recruiting and hiring IT engineers. That trend is expected to continue

Despite the growing unemployment rates, many employers still need skilled people. Skilled workers are the ones in greater demand versus soft skilled jobs. Those individuals who have a particular skill will have an easier time finding a job. The old belief that a college education will land you a higher paying job may be changing in this economy.

What are the warning signs an employee should start mailing resumes (will be fired soon)?

As a management consultant, it is my feeling that everyone should consider themselves a temporary worker. We are interlinked with the world. Any change in the U.S. economy will be felt by the global community within hours and visa versa. The old days of permanent employment is over for most industries.

All businesses want to attract and retain their best and brightest, but layoffs maybe become inevitable. So here are a few warning signs to consider.

The easiest way to tell you might be in danger is the most obvious—stock price and decreasing sales. If both indicators are going down—then get ready.

If you have not received “high marks” on your performance evaluation, or if you have not received a promotion in quite a while, then you should be wary.

What are some strategies every employee can use to stay off the chopping block?

The bad news is there maybe nothing you can do to stay off the chopping block. Businesses use different criteria to determine who stays and who goes. Some businesses use an arbitrary process while others may base layoffs on individual performance or seniority—“last in, first to go.”

Like most things of life, relationships and your performance can help prevent you from being one of the first to go. Make sure you make your boss aware of your contributions at work, what you have done to better yourself and your educational advancements and certifications. If your boss is not aware of your contributions, you are at risk. Make a list of your contributions and accomplishments and let your boss see it. Make sure you don’t exaggerate.

Your performance evaluations need to be top notch. If your performance has been sub-standard—then start boxing your stuff up.

Employees should make sure they are part of important projects—be seen and noticed as an important contributor to the team. Start asking for more responsibility and take charge of important projects. Make yourself as indispensable as possible. Make sure you don’t volunteer for a project that is going to be terminated.

However, even if you do all these things it is no guarantee you are not going to be let go.

Should you listen to office gossip about the future of the company? Who should you listen to?

Rumors run rampant during these times. Employers need to communicate 10X more to control rumors. Try to avoid listening to rumors—it will have a debilitating effect. Hopefully, your Human Resource department can provide a source of reliable information.

Should an employee try to stand out or keep a low profile?

In many of my jobs, I had to make decisions about who stayed and who had to go. It was never easy. However, the ones that I kept were the ones who stepped up to the plate and took action–not the ones who had easy jobs and just showed up for work. It is human nature when you face fear and the unknown is to take a low profile. However, it can be the worst thing to do when an employer is looking to downsize. Employers want to make sure you are part of the solution, not the part of problem. If an employer is going to downsize, then they are going to look for people who are going to be the least damaging to lose.

Can an employees’ reputation help them to retain their position?

Absolutely!

How do you improve this reputation?

Your reputation is everything. It begins the first day of work and it takes months to change or repair it. Be aware, if you have been a wallflower since you were employed, taking charge now could be viewed with suspicion and only a ploy to save your neck.

Your relationship with your bosses is important and could help you from getting downsized. All bosses form opinions of their employees in different ways. Many bosses are influenced by the personality and friendliness of their employees. Personally, the characteristics that positively influenced me the most was if that employee was effective getting their job done. They could be counted on and if they were responsible and reliable. Those were the most important characteristics I valued. “Brown-nosing” would get you on my bad list very quickly. It also damages your reputation with your co-workers.

Make sure you know what your boss values and expects from you. You might even go so far to ask your boss for an “unofficial” job evaluation so you can see how close you come to his/her expectations. However, if you company is already starting to downsize, then it could be too late to for this. Again your reputation is formed within a few weeks after you begin your job and it takes up to six month to change.

What jobs are impacted the most by recessions?

Industries most vulnerable are the same ones always vulnerable during downturns. Sales, retail, hospitality and general management and administrative jobs are more at risk. Obviously, manufacturing and construction jobs have faced major losses. Unique to these time, the financial industry is facing some of the greatest loses due to turmoil in the banking and financial industry.

What should employees do to prepare in case they’re laid-off?

People need to do an audit of their skills. Write them down and decide how many different industries they could possibly work in. Just because you have only worked in one industry does not mean you are not qualified to work in a different industry. This is called “cross-lateralization.”

I just met a man who was an executive in the restaurant industry. His company was sold and he lost his job. He went back to school and now is a sleep technician working in a hospital. He is making less money, but he enjoys his job and his salary is paying the bills.

The next step is to decide if you are willing to relocate. Moving to another located where employment opportunities are better could give you a leg up.

Finally, be prepared to take a cut in pay. People who are hired today are getting offered less for the same level of responsibility.

When the axe comes, in lieu of being terminated, see if they would be willing to keep you on if you offer to take a cut in your pay. If you have a valuable skill, then you can offer to come back as a contractor.

What are the proper steps to take after being laid-off?

The first thing is not take it personally. It is no longer a stigma to be laid off.

The other thing to keep in mind is these are not normal times. So traditional job seeking techniques may not be the best way to go. Posting your resume on an internet job board won’t suffice. Recently, I was watching television and there were men wearing billboards on the streets of New York with their job skills painted on it looking for work.

Any job could be a good job. Be realistic—forget that “dream job” and think about survival.

I would also seek work with a temporary agency. Businesses use staffing agencies to do the screening for them. If they like you as a temporary, then once the economy improves, they may offer you a permanent job.

Make sure you keep touch with your former employer so hopefully you can be one of the first hired back when the economy improves.