I had the privilege of being at an event a few days ago in support of the Afghanistan Trust. The after-dinner speech focused on the type of ‘day in the office’ armed forces in a conflict zone have, as opposed to the types of ‘conflict and crisis’ situations we supposedly have in Corporate Life.

One story told involved delivering 100 tonnes of Turbine to the Kajaki Dam in Helmand Province.  Achieving this, in part,  by consulting with the elders of the local population who would benefit from the Kajaki Dam Project is not the strategy that fills headlines, but it shows the importance of interpersonal as well as military engagement. By this dialogue, the local population encouraged the local Taliban to remove roadside bombs from the route – a plan which would have been even more successful, had non-local Taliban officials not rejected the ‘co-operation’ (read more about the Kajaki Dam Project).

Military and political matters aside, this reminds me of so many ‘corporate actions’ where a tough course of action must be implemented. Businesses who have a reasonable and appropriate engagement with local employees, using Consultative Forums in support have a better chance of carrying out difficult activities without leaving the state of employee engagement and motivation in tatters.

What type of victory is it to ‘push through’ a change programme without decent communication, if the employees you rely upon to move the business forward afterwards are left distrustful, poorly engaged, and have updated CVs ready to use when  the ‘upturn’ comes.

Additionally, while it is fine to have a ‘corporate plan’, the principle of empowerment should apply equally, if not more, to bad times as to good times. Company Boards who leave space for local flexibility in the implementation of ‘corporate plans’ further allow for employees to remain engaged even in tough times.

These approaches are not ‘Namby-pamby’ HR. They are a common-sense recognition of the importance of ‘bringing the work-force with you’.  Just as you can win a battle through military might, but lose a war.

Ad van der Rest

Interim HR Director & Consultant; Thames Valley & London; www.visiblegoal.com