[et_pb_section fb_built=”1″ admin_label=”section” _builder_version=”4.16″ global_colors_info=”{}”][et_pb_row admin_label=”row” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text ul_item_indent=”40px” ol_item_indent=”40px” admin_label=”Text” _builder_version=”4.27.4″ text_text_color=”#232323″ custom_css_free_form=”ol li {margin-bottom:17px; margin-top:10px;}||ol li::marker {font-weight:bold;}||#left-area ol, .entry-content ol, .et-l–body ol, .et-l–footer ol, .et-l–header ol {|| margin-bottom: 0;|| padding-bottom: 0;||}” global_colors_info=”{}”]Many of our employees today are feeling off-center. And who can blame them given the ever-fluctuating positions on US tariffs \u2013 in manufacturing, energy, and agriculture \u2013 and the ongoing threats to Canadian sovereignty \u2013 whether these are real or simply bluster. A March poll by Leger, the largest Canadian-owned market research and analytics company says 40% of Canadians are worried about their job security. In Ontario alone 500,000 jobs may be at risk. And pity the many job seekers who are losing hope of landing full-time work as companies threaten to scale back. Add to that — growing consumer dread of higher prices due to inflationary pressures.<\/p>\n
As managers, how can support and encourage employees in times of turbulence?<\/p>\n
Over three decades of leading and consulting I have learned four key lessons.<\/p>\n
First, acknowledge the emotions around change<\/strong>. Acknowledge the resistance to the change in particular! Some Canadians are angry. Indignant. Others are skeptical. And increasingly cynical. All perspectives are valid. As a leader I have come to recognize that the perceptions of employees, become my reality. To ignore their voices, is to suppress or deny their perspectives. I have learned the hard way that a suppressed voice goes underground and can come back to bite me when I least expect it.<\/p>\n Second, change is personal.<\/strong> Whether a company is contemplating cuts, restructuring, reorganizing work \u2013 even relocating a staff member\u2019s desk \u2013 change will be received as personal. That dictates a communication style that allows for as much transparency as possible in outlining the reasons for the change.<\/p>\n As an example, I was managing an organization that had been embroiled in three years of negotiations over a potential merger and acquisition. The discussions were frustratingly protracted with ups and downs and unexpected pivots. Then negotiations broke off. How to break the news to a team that had experienced uncertainty for so long? I decided to share the unvarnished truth and waited for a reaction. A team lead spoke up. She thanked me for ending the uncertainty. Bad news was better than no news at all.<\/p>\n