When there’s change in a company, most employees think about it in terms of job security.

As an owner, I’m usually focused on the change itself and the exciting benefits I see for the future of the company. When I communicate I need to remember that employees may see it as a threat to their job security, even when I know there’s nothing to worry about.

As a manager, err on the side of sensitivity to job security concerns. And if possible, help employees see where job security truly comes from.

Job security comes from happy customers. If the customers aren’t happy, no company can provide job security. If the customers are very happy, the company will grow, and that increases job security.

Job security comes from individual performance. High performers should feel very secure in their jobs, and low performers should be very worried about their jobs.

No employee should be surprised to find out their job is in danger unless the company was surprised by an unforeseen event. And no high-performing employee in a high-performing company should live in fear of randomly losing their job. Employees deserve to know where they stand based on known and predictable factors. I think good managers provide that.

[It’s been pointed out to me that a lot of managers let people go for other, less-honorable reasons than those mentioned here. Unfortunately, that’s true. If you are a manager, you don’t have to be one of those. If you are a high-performing employee who works for one of those, I hope you feel empowered enough to look for a job at a healthier company.]