Our Diaphanous Time (ODT)

ODT is the newest meltdown disease. ODT is the newest meltdown cure. It is bought on by an acute bout of the status quo, old boys club and ignorance of diversity. We have let things slide at our own peril, for too long. We have maintained our homogeneous, blinkered organizational tunnel vision. Now that we are in this crisis, the diaphanous moment of truth has been spawned. Fairness and equality was there all the time and it was not silent. We the people trusted them the leaders who ignored the gentle prodding of what is ethical and what is just. Many of us have just become insensitive to felt needs. Some of us will make time to seek opportunities to make an endless, meaningful difference. Some will just not have time to make a difference and will be surprised by a meaningless end to what they thought was life.  

  The economic meltdown ushered in this diaphanous time period. This is no time for reproach. This is the time to put our nations hand into its own bosom. This is the time to seek the voice that can speak to our conscience. Is it fair, is it right, and is it politically expedient to ignore the plight of your own people while you pursue an improved quality of life for people oceans away? Can the United States afford to build up its forces in Afghanistan, Pakistan and Iraq? Can the United States afford not to build up its own country and attend to the needs of its struggling masses? All our intentions whether covert or overt will eventually become transparent. This is the prelude to humankind’s finest hour of transparency in our modern history. History will bear the record of this crucible. This will be our finest hour and it will also be our darkest hour for this moment will both record our inhumanity to each other as well as our compassion and response to the call to action. This time we cannot be indifferent, intolerant, and indolent. This time we cannot become comfortable in our own perceived safe spaces. Not even the fastest sprint will create enough distance between you and those whose plight worsens daily. Many families are struggling to survive in spite of losing their jobs, their homes, their savings and their lifelong partners. Many employees are giving up on ever finding a job again. The pain is grooved on the face of many breadwinners who cannot hide their embarrassment of not being able to provide the next meal for their children. The only chant they can mutter with fatigue is that God will provide. We are all called to action. We will all be weighed and hopefully not found wanting. This is the time. This is the time when the greedy will become greedier. This is the time when the needy will become needier. Would it not be nice if we can all become greedy to meet the needs of others instead of just feeding our own wants?

Spare a thought for those workers who still have a job. Any day can bring that message that they too are being retrenched. They have to continue doing the jobs of all those who have left the employment. Their legs cannot carry them any longer than the end of their shift. They may even be off to a second job in order to make ends meet. I salute all those workers who are toughing it out. When the going gets rough the tough get energized. Gone are the days of lavish employee appreciation luncheons. Most organizations have imposed a hiring freeze. Gone are pay increases. Many organizations do not even have innovative incentive plans on their drawing boards.

This is the time. The current economic climate is forcing employers to pay attention to the needs of their staff. Employees are expected to do more for less and more with less. Managers are finding themselves in a predicament of having to focus on problems that affect staff morale that negatively impacts the quality of the services rendered to children and families.  Examples:  agencies have to spend a lot of time and money on fixing staffing problems, addressing high staff turnover rates, low morale, and dissatisfied clients. Decreasing staff morale is an occupational hazard. This is often caused by staff members who are disengaged and who do not buy into or who misunderstand the agency’s philosophy or mission.  Interpersonal conflicts, the threat of law suits, unprofessional relationships, a misunderstanding of diversity and sloppy performance in the workplace, zaps the positive energy needed to provide consistent, excellent client care. This in turn affects client outcomes.  Disengagement becomes manifest when staff members begin to act like they are victims of the system, take little responsibility for their behaviors, blame each other, their supervisors or directors.  In these situations, motivation and energy levels of the staff decrease; they seem only superficially involved and not authentically engaged with the team and with the children and families requiring the services. It is easier to fix technical problems than adaptive problems. Managers need both management and moral support to survive performance fatigue and to consolidate their teams.  Managers, if you do not value your employees how do you expect them to value your customers and clients?

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This is the time when employers should organize a retreat for their managers and supervisors and line staff. Just give them one day to help them relax, reflect and return to their everyday tasks, roles and responsibilities, rejuvenated. I do not believe and research supports the understanding that just fun, action and activities do not have a sustainable positive effect on staff training and development. Going to go-cart racing or swimming as a team, etc., does not really build the team. It is just a momentary escape and then the problems still wait for you in the workplace. It is much easier to fix technical problems than to really attack adaptive problems inherent in organizational behavior and the organizational life cycle.

Managers may be overwhelmed by expectations and challenges. We want to start by reconnecting them to the organizational mission and purpose. The sure way to do it is to emphasize self-knowledge. Managers can arrange an early morning focused walk with their staff team. I know that many would not want to walk early in the morning. The focused walk is my adaptation of a prayer walk. As you walk, distribute power thought cards as you walk. This sets the stage for people who are spiritual as well as for those who are not. Keep the activities fun. Remember that we did better at school in subjects taught by the teacher for whom teaching was fun. As children we did best when we had fun.  It is hard to satisfy a pernickety boss. 

For staffs who work in an interactive-intensive environment like a treatment milieu, school, and daycare, silly stuff works. Get staff to do some silly stuff. Silly stuff will be just that. You may paint faces, start a collage, play Simon says, rock paper scissors. They will exercise choice, a key ingredient of performance. Give them ample opportunity to focus on workplace problems and to analyze it as well. The only condition is that they do this through impromptu skits, role plays etc. They must use the arts, dancing, singing, music, mime etc.

Another strategy is what I call the Executive Director (ED) Strategy based on the work of Joseph and Harry (Johari Window?) I will ask them to tell me what they know about the ED, what they do not know about the ED, need to know about the ED and do not need to know about the ED. The ED will then validate their answers. This is the quickest way to build a shared vision, believe me. You could also use the African Bone Strategy but that will take a lot of time and it gets to the emotions a bit more. I suggest you have plenty of magazines, snacks, flowers, cameras, and news print. Try and get a local journalist to join you for the day. It blows staff away when they read about what they have done in the press.

This is the best time to create a workplace worth working in for all. The best way to value your staff is by developing a diversity plan. A diversity plan will give voice to every staff member. One of the great benefits of an effective diversity plan is an engaged workforce. This is the worst time to ignore the needs of your staff. This is your time. This is my time. It is time. Will you create the difference you want?

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