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ATD Blog

How Leaders Unlock Talent During Times of Uncertainty and Change

Tuesday, September 23, 2014
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I don’t know of any business, small or large, that isn’t facing turbulence, change, and an uncertain future in the way they operate. Technology, global competition, greater transparency, complexity, and speed are causing havoc on a company’s perfectly laid out plans.

A kid on a computer in Mumbai, Shanghai, or New York can create the next disruptive force and take on what we once thought to be an impenetrable industry. Who would have thought there would be so much backlash against trying to get a cab through your smartphone as is the case with Uber? From the way we get a taxi cab, to the way companies hire, to the way we connect with our friends, our lives have changed dramatically over the last 20 years.

From running a Dairy Queen, which my parents have been for the last 25 years, to working in corporate America like I do for the last 22 years, many of us feel the pressure this new economy is causing. It causes us to feel anxious resulting in us getting stuck.

As managers, we still have to operate, grow, and get the best out of our people so that we can continue to grow the business and contribute to the health of our organization. But how do we do it when there is so much uncertainty in the market? How do we get a high level of performance when our people have this fear of losing their job? Or are facing life challenges at home? How do we inspire and motivate our team, colleagues, and peers in this turbulent environment we live in today?

Here are some lessons I’ve learned that might be helpful.

Speak the truth

Nothing is less credible than a manager who is always a cheerleader yelling “Ra-Ra.”

People value authenticity, which comes from being honest about the situation being faced by the organization. If there’s a great deal of uncertainty in the business, then a leader should say so. Accepting the situation as it is can be a powerful way to show leadership.

Having open and honest communication helps to provide some comfort because in its absence rumors or false perceptions rear their ugly head further eroding the level of performance. We don’t want to paint a dire picture of the organization’s circumstances but an honest one with a hopeful tone. By speaking openly with the team often, we create some semblance of clarity, certainty, and trust.

Ask for their opinion

While colleagues appreciate direction, no one likes being told what to do, especially when they know that managers today are struggling to find the right direction themselves. When organizations are going through so much change and uncertainty, it’s critical for people to know that their experience, knowledge, and work matters.

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By asking the opinion of colleagues in the team, we achieve a couple of things. First, it cements the idea that individuals matter. Their thoughts, words matter. THEY matter. People feel better when their manager believes they have something to offer boosting collaboration and confidence.

Second, no one has a monopoly on good ideas! There are plenty of opportunities out there if we only paid more attention to them. Genuinely listening to our people can help bring about whole new shift in the way we look at a problem. 

Some of life’s greatest innovations emerged during times of great uncertainty.

Let them create

Having the freedom to create, innovate and work on a project of my own choosing was one of the greatest experiences of my corporate career. I will never forget that manager who allowed me to create a new function that never existed before in our company.

It feels counter intuitive to not keep our teams on track, but it’s true. In fact, during times of uncertainty, no path is the ideal one—because you never know what new change takes place. So, it’s often better to allow people to try something than to get everyone in line and take the same path.

Allowing for creative freedom gives people a sense of accomplishment, contribution and meaning. When people feel good about what they give, they will deliver outstanding performance.

Speak often, meet frequently

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We might work in a large organization in a large building downtown but we often feel very alone. Sitting in front of a computer all day, we can go hours without speaking to a single person or being face to face with someone.

Don’t have meetings for the sake of having a meeting but it’s important for managers to speak to their teams more frequently in times of change and uncertainty. This is because left alone with rumors circling in their minds, colleagues are bound to get stuck in overthinking and confusion.

Part of the reason people go to work in the morning is to be with others who share a similar mission. By providing an environment where there is a hum of activity through face to face collaboration, we are signaling that all ideas and opportunities are welcome and allow them to be surfaced right away.

Good ideas rarely emerge from an email. They come from one on one, face to face conversations that allow for the human and social aspect of our being to be unleashed.

Set goals and take action

Despite the uncertainty and change, managers can still forge together clear goals. We all need something to hold our gaze while we’re trying to balance ourselves in this new ever changing world full of shocks and surprises. Goals provide that light that helps us all direct our energies towards.

But it’s not enough to have compelling goals. The complexity of business means that we will face numerous hurdles. And so the key is not to get stuck.

By taking small but committed actions each day, we can inspire our team to keep moving forward. Once we begin to take those steps forward, we get more certainty because we get to know whether it’s the right path or the wrong one. We get feedback right away.

I believe that in order for us to grow and succeed during times of great uncertainty and change, we must continue to innovate, collaborate and take action. Unlocking the talent within our people offers us the only hope because it is in their hearts and minds which serve as the source of new ideas and new opportunities from which emerges growth and success.

About the Author

Bob Miglani is the author of Embrace the Chaos: How India Taught Me to Stop Overthinking and Start Living (Berrett-Koehler, 2013), about his journey of learning to move forward during uncertainty. By day, he works at a Fortune 50 Company in New York for the last 22 years, and by night, he speaks and writes about moving forward in life and work on his blog, www.embracethechaos.com. 

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