Layoffs? Watch out for the Survivor Syndrome

We are always going through change – it’s inherent in our business and our industry. However, the changes involved in layoffs can be particularly tough on who are not getting layed off.

Even if no one in your group loses their job, you may feel impacted emotionally because you may know someone that is involved in a layoff, or you may start to wonder about what the future will bring. It’s to be expected.

“Survivor Syndrome”

Researchers in the field of organization development coined this term Survivor Syndrome.

What is it? Its a set of attitudes, feelings, and behaviors that typically occur in people that continue to have roles in an organization while others are let go due to economic or changing business needs.

In times of layoffs, organizations typically work very hard to treat released employees with respect and support as they leave the organization. This is about how to help yourself and others who stay on, deal with common feelings and stay focused on business commitments.

For a survivor, the typical attitudes are : cynical, uncaring, emotionally exhausted, detached. And the typical feelings are are anger, depression, fear, distrust, guilt, violation, de-valued.

This results in behaviors that look like

Decreased productivity
Lack of commitment
Disloyal behavior/talk
Distrustful of management
Risk aversion
Absenteeism
Self-absorption
Less team focused
Focus on job instability
Every person is different, so everyone may or may not exhibit these common attitudes, feelings, and behaviors - but the do in varying degrees.

What should you do?

• Educate yourself: Learn the basics about what people can experience when they have colleagues laid off.
• Talk about your situation and feelings with your manager or other trusted people. (Research indicates that even a short face-to-face conversation with someone you like and trust can contribute to feeling balanced and ready to tackle challenges.)
• Talk with your manager about some of the information you need
• Get as clear an understanding as possible of the purpose or business reasons for the changes;
• Get as clear a picture as possible of the future that is aimed for and what needs to change in your key performance areas;
• Find out what the current plan is to tackle business commitments and adjust how you will achieve them; and
• Determine the part you can play as a leader and teammate through this tough emotional process.
• Lastly use this to learn more about keeping yourself tuned up for optimal performance, “Managing Your Energy Not Your Time.”http://www.engageforsuccess.org/ideas-tools/harvard-business-review-manage-energy-time/#.U8iQto2Sw_Y

Good luck!