Cost cutting is always tough, but the key is being honest about why it’s needed and involving the team in finding solutions. When people feel heard and see the fairness in decisions, they’re more likely to support the changes.

Your team needs to be informed of the real situation the company is going through. Adjustments to expenses need to be explained so that everyone understands. An analysis must be made of the impact of each expense account on the budget. Teams should be asked for suggestions to adapt expenses to the reality of the business. In this way, any misunderstandings or resistance to the necessary countermeasures would be mitigated.

⚡Depending on the size of the company and the type of change, a communication plan can be rolled out in a number of different ways: emails, company meetings, small group reviews, one-on-ones or a combination of each channel. ⚡Listen, listen, listen. That’s where engagement starts. If there is another piece of advice that a company should take, it’s to receive and respond to feedback that is provided by the employees. They are the ones making sure that all the clients are happy and that all the work gets done, so keeping them in the loop is vital.

Para superar a resistência da equipe a medidas de corte de custos, adote uma abordagem transparente e colaborativa. Explique o contexto financeiro da empresa e a importância dos cortes para garantir a estabilidade e o crescimento futuro. Compartilhe dados e seja claro sobre como essas mudanças contribuem para a sustentabilidade do negócio. Envolva a equipe no processo, solicitando sugestões sobre áreas onde os cortes podem ser menos impactantes. Ao dar voz aos colaboradores e demonstrar que suas preocupações são levadas em conta, você reduz a resistência e fortalece o comprometimento de todos em relação aos ajustes necessários.

1. There are two big categories of costs which can be cut: people and non-people costs, and to discuss people costs cut we need to open a separate question. 2. Be honest with team about context of why costs must be cut - in SMEs it can be a survival measure and in large corporations it can be mainly because of annual and semi-annual targets of boards. 3. Invite them to proactively participate in this hard challenge, explaining them that this experience is fundamental for finance professionals and all good financiers pass it several times during their careers. 4. After each win in this journey (no matter how big or small it is) celebrate it with your team and recognize their personal efforts and success in front of your top management.

Exatamente isso que acredito! Como costumo fazer em empresas que faço mentoria, é o PERTENCIMENTO, os colaboradores precisam sentir que fazem parte e que a empresa também lhes pertence, e pensar como "Donos". Só assim, planos e metas serão alcançados, pois é quem produz que fará acontecer!