Appreciative leadership and communication - even in difficult times

Managers should treat their employees with appreciation and mutual respect. This is emphasized in almost all management seminars. However, employees sometimes feel little of this in their day-to-day work. It is not uncommon for a rather harsh tone to prevail, especially when there is a crackle or already a fire in the company's woodwork - for example, because revenue is falling away - and managers are therefore under a lot of pressure themselves from the top down.

So here are a few tips on how to treat your employees with respect and communicate with them in an appreciative manner, even in "difficult times".

1. Before you communicate with your employees, reflect on their state of mind. This is particularly important in times of crisis or fundamental (market) changes, as these also unsettle your employees.
2. Also, if you want to communicate a message or information to your employees, always think about which channel is the right one before you take action. Because it makes a big difference whether you tell them something by email, over the phone or in a face-to-face meeting.
3. Before you communicate with your employees - regardless of the channel - reflect on your own state of mind. If you don't feel in a good mood to communicate in an appreciative manner, postpone the conversation or do something to improve your mood first.
4. For example, never spontaneously compose and send an e-mail out of a feeling of annoyance. This is usually regretted a short time later. First save the email in the drafts folder and proofread it once or twice before clicking the send button.
5. Accept that you too are a being made of flesh and blood (and not a machine) and therefore sometimes do not react as rationally as you would - perhaps - like to. Be aware of the emotions you are currently feeling that influence your feelings and actions... and accept them as part of your human existence.
6. Suppose you feel insecure, helpless or even helpless in view of the current situation. Then admit this to yourself. This is not a weakness, but a reaction to the current situation. Seek to discuss this with reflective individuals in your network or a coach. Give yourself as much security as possible and then take the helm instead of being a "victim of circumstances".
7. Try to accept the adverse circumstances or difficult conditions just like the weather - in line with the maxim: "Change it, love it or leave it". There is suitable clothing for every weather and appropriate behavior for every situation or constellation. You just have to find this for yourself - alone or in dialog with other people.
8. As a manager, you need to be able to control your emotional balance, because one of your (management) tasks is to give your employees guidance and support. Make sure that you always see at least the silver lining on the horizon or the light at the end of the tunnel. For example, by making yourself aware of the difficulties you and your team have already overcome in the past that you initially thought "We can't do it".
9. In situations of crisis or upheaval, seek more personal discussions with your employees. Ask them how they are feeling and show understanding for their fears and concerns, wishes and needs. Give them (well-dosed) insights into your own emotional life. This makes you human and strengthens your personal relationship.
10. Take responsibility for your behavior. Apologize sincerely if, for example, you have used the wrong tone or overstepped the mark for emotional reasons. This happens to everyone from time to time - especially in stressful situations. Forgive yourself for such "small mistakes", because "nobody is perfect".
11. Be aware that successful communication always requires a mutual willingness to understand the other person correctly. Consequently, you are not responsible for every misunderstanding. Nevertheless, clear these up as quickly as possible - especially if they put a strain on the relationship and/or lead to a reduction in performance.
12. If something goes wrong, don't go looking for the personal "culprit(s)" either alone or in a team. This only takes time and puts a strain on the mood. Instead, look (together) for the (problem) causes and solutions.
13. If your corporate culture allows it, talk to colleagues in your management circle about your feelings and concerns about the current situation. Then you will almost always find out: You are not alone in having them. Consequently, they are not an expression of personal weaknesses, but are situation-related. If such an exchange is unfortunately not possible in your company, look for another forum for this.
14. Pay particular attention to your mental hygiene and work-life balance, especially in crisis and stressful situations. In your free time, for example, ensure the necessary balance and stress reduction through sport or targeted relaxation. Otherwise, there is a high risk that your pent-up negative emotions will burst out of you uncontrollably at some point and your environment will distance itself from you in horror.

About the authors:

Elke Katharina Meyer, Frank Nesemann and Thomas Achim Werner together form the management team of the management consultancy Positivity Guides eGbR, Berlin/Braunschweigwhich, among other things, offers open and in-house training on the topics of positive leadership.