MR. BHATT was a charismatic, top figure in a small company dealing in insurance. He was well liked, respected and a role model to many. Work seemed to revolve around him and employees were actually delighted to work under him. However, in a cruel turn of fate, he suffered a heart attack and passed away.
What then? This catastrophe had a devastating effect as the entire organisation became rudderless from the top down. Work came to a standstill. It was as if a tornado had struck and left uncontrollable pandemonium, dismay and grief in its wake.
Often, small organisations have a few chief employees who shoulder the major portion of the responsibility and workload. When such key people pass on, the pathos and confusion is bound to be greater than that would be accorded a normal colleague. It creates a huge void both personally and professionally for the misty-eyed survivors. In such a situation, the management should handle the anguish and chaos with kid gloves. Here's how to ride out the wave of pain and sorrow.
Grief unlimited
There is bound to be an outpouring of grief in the rank-and-file right down to those who only merited a brief nod or hello from the great man. Do not try to suppress their grief; allow them to let it out and say a proper goodbye.
Organise a memorial service and get-togethers to discuss feelings for and memories of the deceased person. You can even memorialise him by dedicating an award, an event or a location in the office in his remembrance. The employees may find it difficult to face the empty desk or cabin earlier occupied by the deceased person. In such situations removing the work station entirely is a strongly recommended strategy. Even re-organising furniture too can help ease the pain of the loss.
Business not as usual
The void will have a profound effect on the office atmosphere with severe disruption of normal operations. Be patient and let time heal the wounds. Do not expect immediate restoration of standard productivity levels. If managers show that they are grieving but still functioning effectively, other employees may realise that they can also mourn and yet perform their duties rationally.
Highlight that `returning to the work routine' can assist in the healing process. As George Henry Lewes said, `The only cure for grief is action'.
Make an effort to uphold values and strive toward goals that the deceased person particularly cherished. You can also encourage the staff to remember his positive contributions and try to follow his footsteps. For example, `show the customers that you care' because Mr. Bhatt was such a caring person.
The show must go on
The loss is irreplaceable but you have to keep the ball rolling.
The job must still get done. The management must re-look at employee workload to determine what needs to be completed and who might best be assigned those tasks. Include all the workers in the decision to redistribute the work, or it could create resentment. Also, thank the employees and acknowledge the strain on those who are taking on additional workloads while coping with their own feelings of loss and grief.
Change of guard
There is the unenviable task of locating a substitute to fill in the departed person's shoes. Getting hold of a doppelganger is next to impossible; but do try to find the best possible replacement at the earliest.
It is important that the new employee is not made to feel like a `replacement' for the one who has died. However, the mourning employees may be driven by grief and obstinately refuse to accept him. Having somebody new in `Mr. Bhatt's job' may seem like a desecration of the sacred memory. The onus lies on the management to make him feel welcome and help him learn the ropes. Try to garner support from the staff but never assay it as an attempt to fill the void.
One can never completely stop grieving the loss. However, the painful experience will definitely soften with time. Life must go on!
What then? This catastrophe had a devastating effect as the entire organisation became rudderless from the top down. Work came to a standstill. It was as if a tornado had struck and left uncontrollable pandemonium, dismay and grief in its wake.
Often, small organisations have a few chief employees who shoulder the major portion of the responsibility and workload. When such key people pass on, the pathos and confusion is bound to be greater than that would be accorded a normal colleague. It creates a huge void both personally and professionally for the misty-eyed survivors. In such a situation, the management should handle the anguish and chaos with kid gloves. Here's how to ride out the wave of pain and sorrow.
Grief unlimited
There is bound to be an outpouring of grief in the rank-and-file right down to those who only merited a brief nod or hello from the great man. Do not try to suppress their grief; allow them to let it out and say a proper goodbye.
Organise a memorial service and get-togethers to discuss feelings for and memories of the deceased person. You can even memorialise him by dedicating an award, an event or a location in the office in his remembrance. The employees may find it difficult to face the empty desk or cabin earlier occupied by the deceased person. In such situations removing the work station entirely is a strongly recommended strategy. Even re-organising furniture too can help ease the pain of the loss.
Business not as usual
The void will have a profound effect on the office atmosphere with severe disruption of normal operations. Be patient and let time heal the wounds. Do not expect immediate restoration of standard productivity levels. If managers show that they are grieving but still functioning effectively, other employees may realise that they can also mourn and yet perform their duties rationally.
Highlight that `returning to the work routine' can assist in the healing process. As George Henry Lewes said, `The only cure for grief is action'.
Make an effort to uphold values and strive toward goals that the deceased person particularly cherished. You can also encourage the staff to remember his positive contributions and try to follow his footsteps. For example, `show the customers that you care' because Mr. Bhatt was such a caring person.
The show must go on
The loss is irreplaceable but you have to keep the ball rolling.
The job must still get done. The management must re-look at employee workload to determine what needs to be completed and who might best be assigned those tasks. Include all the workers in the decision to redistribute the work, or it could create resentment. Also, thank the employees and acknowledge the strain on those who are taking on additional workloads while coping with their own feelings of loss and grief.
Change of guard
There is the unenviable task of locating a substitute to fill in the departed person's shoes. Getting hold of a doppelganger is next to impossible; but do try to find the best possible replacement at the earliest.
It is important that the new employee is not made to feel like a `replacement' for the one who has died. However, the mourning employees may be driven by grief and obstinately refuse to accept him. Having somebody new in `Mr. Bhatt's job' may seem like a desecration of the sacred memory. The onus lies on the management to make him feel welcome and help him learn the ropes. Try to garner support from the staff but never assay it as an attempt to fill the void.
One can never completely stop grieving the loss. However, the painful experience will definitely soften with time. Life must go on!
PAYAL AGARWAL
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