The problem with all this uncertainty is that profitable business requires planning and proactivity. But, we forecast our strategic and operational plans on models of historical data, trends and observable environmental changes. Enabling us to make predictions about, mitigate risk, and adapt to known threats and hazards.
We, Human Resource and Talent professionals, have espoused this for years, and now we are backed up by a jolt of nature, reminding us just who is in charge.
What if another 2020 is just around the corner, and the future again holds something unforeseen? Where does proactivity fit when change is novel and rapid? It doesn't! What is required is rapid, reactive responses.
Rather than trying to model every possible scenario and have a plan for it, profitable organisations will be focusing on building adaptable, agile and resilient workforces that can quickly react to known and new changes.
What will underpin this capability is a thorough practical knowledge of the human elements of change, wellbeing and psychological safety. Leaders and employees with the know-how, and genuine desire to help their teams remain physically and psychologically healthy and centred during the dis-continuous disruption.
My advice is to keep your leaders close, and your employees closer!
Your employees can be best supported when their leaders and managers themselves operate in a respectful, psychologically safe environment that promotes wellbeing. Educate your managers about the human experience of change and intelligent and practical ways to care for their wellbeing and that of others, and you will be well on the way to building a resilient, adaptable and effective workforce.