Most managers are faced with the problem of keeping everyone in the organization focused when there are so many distractions, especially in today's highly uncertain and volatile economic climate. When people worry about their future, they tend to lose concentration. With lack of concentration comes a higher propensity for accidents and mistakes. Here are a few suggestions to overcome this natural tendency in times of great uncertainty and fear.



First, recognize and acknowledge the concerns that people have. Provide an outlet for people to vent their frustrations and emotions. Trying to keep emotions suppressed creates even more anxiety. Show empathy by genuinely trying to understand why a person feels the way that he does. Don't be afraid to show your own emotions. Let people see your human side.

Second, talk honestly and straightforward to people. We usually don't give people enough credit for being able to handle bad news. In times of uncertainty, there is no so such thing as communicating too much. In the absence of real and valid information, people will create their own information. The rumor mill will flourish and people will be distracted and caught up chasing each rumor that they hear. Respond to rumors or miscommunication immediately. Replace inaccurate information with accurate and truthful information. Encourage people to ask questions and to seek information.

Third, lead by example. If people see the leaders of the organization operating in panic mode, it is natural for them to also be in that mode. People want to have confidence that leaders have the crisis under control and know what to do. Leaders need to be visible and accessible during uncertain times, giving reassurance as much as possible. For example, think about images of President Bush during two crises during his presidency. The first was 9/11. Remember him standing at the rubble of the World Trade Center with a tattered American flag in the background. He received high marks and approval during these events because he projected confidence and resolve to overcome this. Then fast forward to the aftermath of Hurricane Katrina as he viewed the devastation from Air Force One in almost total disbelief. Instead of confidence, we saw confusion and dismay.

And fourth, keeping everyone, including yourself, focused on what you can control. Steven Covey talks about two circles—the Circle of Concern and the Circle of Influence. By focusing time and energy on the Circle of Influence, and resisting the temptation to expend energy in the Circle of Concern, we are at our best and most productive. Help people to understand that there are circumstances totally out of their and your control that you can do nothing about. It accomplishes nothing by focusing on those things. Rather set the example by focusing yourself on those things which you can do something about – your attitude, your effort, and your energy.

So, to keep the troops focused and on task: 1) allow time for venting, 2) be honest and straightforward in communications, 3) project a confident image, and 4) focus people's time and energy on what can be controlled.