So you manage at team of people whose jobs are under threat.  The response of your team probably depends a bit on their emotional maturity, but it also helps if you don't mismanage them too!  One common complaint of staff in this situation is that they are not told what is happening and how it is going to affect them.  Managers, quite reasonably, want to protect staff from worrying information, especially if it is not clear yet whether they are going to be affected.  However if the staff concerned know something is up, then they may start filling in the blanks themselves and coming up with even more frightening scenarios that are unlikely to happen.  If at all possible, give staff as much information about the financial picture, the timetable of events and decision making, and an estimate of the reliability of the information they are being told.

Anyone who has been around a while will know that things can change at the last minute.  Jobs cut, and then reinstated, redundancy notices issued and then retracted, and then issued again.  I imagine that this is very stressful for staff, however leaving them with no information at all is stressful for them too.  The problem many managers have is that they have managers above them controlling the information.  You may have some inside info, but there may be significant gaps in your own knowledge too.  If your team is easy to gather together I would advise regular meetings, even if there are no particular announcements to make.  This gives them a chance to speak as a group and to express any concerns they have.  Not everyone wants to raise their issues in front of others, so offer your time when you are free to discuss individual concerns.  The important thing is for there to be consistent information to everyone.  If staff feel some people are better informed than them they will not be happy.

It is important that staff are kept occupied and focussed on current projects.  Provide them with projects that have clear deadlines so that they are still achieving at work.  This is a lot more motivational than having nothing to do.  Much as we might like to 'have a rest' most of us actually respond better to having tasks and targets.  And don't forget to reward people for their achievements. 

Try to avoid giving tasks with an end date beyond what might be their employment termination date.  Projects with short lead times are much more motivational.  While I accept the view that they should carry on as usual until they know what is going to happen, human nature is such that they will already be planning for not being there if the rumour mill is working.  It is not very motivating to have to start work that others will finish, and some might say it is unethical to ask someone to set up work for their replacement.

See if you can give them some added responsibility to enhance their skills.  This experience will be valuable to them if they end up looking for employment elsewhere and, again, it can be very motivating to feel trusted to do more advanced work.  Also offer training if at all possible.  The offer of training is a signal that you are valued.

If you get on well with your staff, regular coffee breaks with them might help as well.  Spending time with your staff will help you discover what their personal concerns might be, and any support you subsequently are able to give can be more targeted.  Remember the basics of good communication.  Stopping to chat, thanking them for a job well done are small gestures that are appreciated by people.

Times are certainly tough right now, but they will turn around and my advice would be to start planning for the good times!!  Tomorrow we look at how you motivate yourself!