BizWatchOnline

Experiencing the downturn of 2001 is like watching a replay of the same mid-1980s movie when people were being downsized, right-sized and reengineered. During that period Crystal Cathedral Pastor Robert Schuller wrote a very inspirational book, Tough Times Never Last—Tough People Do!

While Pastor Schuller and others went about consoling and providing long-term perspective, tough executives like Jack Welch were slashing and burning in their companies, choking out anything that didn’t add value to the bottom line—and bruised a lot of flesh in the process. Most people think the movie ended well.  Corporations got lean in the 90s and improved products and services—we experienced one of the longest runs of prosperity in the history of the world.

Now in 2001 it looks like they’re showing the same film. I think this movie also ends well. Companies will again be reorganized into their most potent, compact selves, getting rid of everything that doesn’t add value to the organization.

In the meantime, how will you and your department fare? Here are some strategies to ensure that you contribute value—and that value is recognized.

Document your value. Dell Computer Corporation recently did a fairly large layoff. They told managers and supervisors to cut their employees who rated below a three (on a five-point scale) in the last employee evaluation. Make sure you stay in the top two classifications.

Stay tied to the core business of the organization. The top performers in the direct delivery of products and services, sales, accounting, and the like fair best.

If you and your team are not directly related to the core business of the organization, make sure that you support the core business in a powerful way. You may be in training, communication, human resources, or community relations. These departments often get hit hard during a downturn. Be doubly sure that what you’re doing and what your team is doing will get the organization where it needs to go with internal and external constituents.

In downturns management asks these questions: Is this person making or saving money for the organization? Are they sucking too much cash in a time when we have to be careful? Make a constant business case. That should be the hallmark of your thinking.

Take a zero-based look at everything you and your department do—including your pet initiative that you worked a year to get funded. The focus has now shifted to survival of the core business. Look at every project that has become an assumption—but delivers questionable value. Downturns are a perfect opportunity to jettison costly efforts like that. Seize the opportunity to reshuffle the deck and re-evaluate your priorities. You’ll then be positioned ideally for strategic contributions when the business rebounds.

Keep your cool and a positive outlook—even when all around you are scared or whining. When each day’s balance sheet is another dose of bad news, a bright attitude is a welcome relief. All things being equal, would you lay off the dour employee who feels like a victim or the employee who keeps a cool head and a smile? If nothing else, you’ll come out healthier in the end.

Get into peak physical and mental shape—if you’re not already there. Revitalizing your health and your appearance makes you look like a player. More importantly, it also revitalizes your mind and your thinking. An excellent approach is Bill Phillips’ Body for Life. Check it out at www.bodyforlife.com. In three months it will change your life.

* Robert Schuller’s classic book on turning problems into possibilities and setbacks into successes.

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