It is not new news that we are in a period of uncertainty and even for some, chaos. With all the shifts in workflow ranging from working from home to layoffs and the fact that our competitors and collaborators are in the same boat. The challenges are compounding at an alarming rate for some. While there are many businesses that are seemingly crushing it, there are also as many struggling or even closing and/or on the verge of. They both will have their own challenges. An organization that is healthy and growing during this time can have quality opportunities to grow like integrating newly acquired company staff. This can create trepidation among the new internal customers and existing ones. Often I am consulted when the CEO or other aware high-level executives ask the question: How do we integrate and align our new and legacy employees? This is in it of itself a fantastic question as often times when a company is acquired, the leadership may simply force the new staff into the culture and see who survives or worse, just replace them as soon as the deal is complete. Both of these strategies are costly in more ways than one. As we know, turnover is expensive. It is way more expensive than many think. It generally costs multiples of the yearly salary of the talent that is in consideration. The indirect drain is equally extreme as it affects all collateral staff and of course, in the end, the customers and clients. I am often brought in to support these transitions as it can help to have a 3rd party come in to relieve stress and fear of sharing. The other benefits I personally bring are experiences rather than simple training. In order to raise Morale during these times, we need to remember that people run businesses, people implement systems and people are people, not numbers, not their jobs, and have emotions. We must remember that people make decisions through emotions and then justify with logic. When we approach our internal customers or staff with that in mind, we can connect with them and create raving fans. As we all know, people don’t leave a job, they leave the leadership. When you have a strong culture and morale, people will stay even if the pay is better somewhere else. The psycho remuneration is almost always more valuable than a few dollars. So back to the big question that of course has a much larger answer. How can you raise morale during challenging times? For a deeper answer and opportunities to apply, please feel free to connect with me and I would be happy to dig deeper with you. For the shorter and applicable answer, remember that the personal drives the professional. When we treat our teams with love, honor and respect, include them in the process and get their buy-in, we will already be heads and shoulders above any “problems” we could have and they will provide the solutions.