How Organizations Can Navigate Uncertainty

File 18:  In today’s file, Molley and Jamie address the topic that is extremely relevant, now that the presidential inauguration has taken place and the new administration begins implementing its policies.  It’s a good time to discuss how organizations navigate uncertainty.  Whenever there’s a transition in the White House, how work works, changes.  Let’s look at some helpful tips to help you lead your organization through this period of change. 

We’ve Been Here Before

Jamie and Molley note that over their careers in HR, the fact of the matter is that we’ve all been here before.  Every 4-8 years, there’s a new administration.  There are themes and new policies they want to implement.   

Jamie’s 2^nd favorite podcast is Fixable.  The hosts look at business challenges and then provide a formula for solving one or more of those challenges.  One of the tools they stress can be paraphrased as follows.  Whenever trust is desired, you should look for 3 things: 

1.     Are you being authentic?

2.     Are you being empathetic?

3.     Are you basing your decisions on rigorous logic? 

Even if you and the other person(s) disagree, at least you have a foundation for a healthy conversation, based on facts rather than opinions. 

Applying this Concept in Times of Uncertainty

Jamie uses these 3 questions in urging her team to look at their communications and their plans to confirm whether all 3 of the above questions have been positively answered.  It’s way to check yourself. 

Molley comments that when a significant transition occurs, such as a company has been acquired, this will definitely involve navigating through uncertainty.  Turning toward 2025, we are dealing with a transition, it’s just seemly bigger.

By asking the 3 questions, above, you may be able to ask yourself which one you’re not feeling as comfortable with, internally.   

Molley reminds us that we have to be strong enough to remove self, to allow for a diversity of thinking.  We need to be able to consider other points of view, with facts, to arrive at the right plan for all involved.   

What Will 2025 Bring?

One of the top factors in the uncertainty is the issue what will be the impact of the uncertainty on the workforce?  Driving change in a workforce made up of now 6 generations in the workplace is becoming a reality. 

Leaders are going to have to be proactive in their strategies, their communications and their interactions because of the uncertainty.  They are going to have to prepare to manage the ripple effect. 

The importance of strategic planning is heightened especially in periods of uncertainty.  You must maintain a laser-focus on what’s important.  Events are going to try to distract us from our goals, personally and organizationally, as the environment shifts.   

Translating Strategic Planning Goals

Having goals is only the beginning.  Assigning responsibility to an individual, team or department is vital.  Molley asks how many of us listed “Pandemic” in our SWOT analysis prior to the past few years?   

Molley explains how each goal represents a different success story for her company’s strategic plan, depending upon where you are in the organization.  It’s important that everyone have at least a small piece of responsibility or owner ship in those overall goals, to be successful as a company. 

Moving beyond the political, when it comes to our communities in general, the lack of commitment needs to be brought into the light.  Society tends to believe it’s okay to flip-flop multiple times.  Does this current zeitgeist work against the 3 questions listed above?  In many ways, it certainly does.  So, how can we do better in 2025?

Uncertainty and Change Has an Impact

Mental health is a key area that can be negatively impacted during times of uncertainty and change.  It’s going to be a challenge finding that sense of balance in the upcoming months.  Molley recommends finding a way to unplug.  Unfortunately, there’s often an accompanying sense of guilt leading up to those few days off.  She comments how it’s so critically important to “disconnect, so we can reconnect.” 

This is similar to one of the topics from the previous file, slowing down to speed up.  We need to find a way to quit being reactive.  Because we don’t know what’s coming, we constantly live in a period of uncertainty.  How one approaches this fact will have an impact on how businesses lead their respective workforces.   

Immigration is one of the drivers of uncertainty, across the country.  There will be discussions about how to properly classify workers.  What will be the Department of Labor’s view of how contractors and other workers are classified? 

Given the labor shortage, some states are considering a reevaluation of the child labor requirements. 

Jamie recommends tasking someone in the organization with the responsibility of monitoring the various government websites.  There are many opinions, but TikTok isn’t the most reliable source of information.  The Department of Labor website is where you’ll find many of the updates.  Your State Department of Labor website is another (here’s Kentucky’s).  If you have questions, you may have access to an employment attorney, or you could contact Parcel, for to speak with an HR professional. 

The Department of Labor also posts important labor statistics, which was discussed in File 6, last year.  The WTF team provided useful tips about how to read and understand some of those statistics. 

Molley brings up the concept that we also need to consider the ways people are going to come to us.  Some employees may need the option of a work from home arrangement, for at least part of the week, to address family issues.  How can a workable solution be crafted?

Jamie suggests the value of staying educated using resources, such as the CDC’s website.  You may have different rules in different state’s that require a constant monitoring for compliance.  Be sure to check-in with your local teams to make sure the plans that have been implemented are actually working at those locations.  Are they properly executed?  Are they adequately supported?  Discipline yourself to return to those initial 3 questions to make sure you’re showing up from a position of trust.

You can navigate uncertainty, with certainty, is by ensuring we are listening.  Is it working?  Accept that you can’t possibly know everything.  A key lesson from the pandemic is that we had to learn to be adaptable.  Everything kept changing.  Stay flexible.

Communication Is the Key

By keeping open the lines of communication, and realizing it’s okay to say, “I don’t know,” we’ll be able to forge trust in uncertain times.  Confront the issues head-on, be candid and resist the temptation to close off the world by staying in your office. 

Consider asking how the other person might suggest we approach the problem at hand.  Foster good communication.  It also leads to buy-in of the solution.  Keep the dialog and the information flow going.

To Summarize:

·      - Utilize the 3-Question Tool (authenticity, empathy, and rigorous logic)

·      - Are You Doing Strategic Planning?

·     -  Balance Employee Needs and Business Needs

·      - Use Trusted Resources (e.g. Government Websites) to Anticipate Upcoming Challenges

·      - Maintain Healthy Communication Patters, Even When You Don’t Have the Answers

 

That’s where we’ll leave the conversation for today.  Before we close the file, we invite you to reach out to us with questions, suggestions or other comments.  We’d love to hear from you.

Did You Enjoy Today’s Conversation?

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Need Help Supporting Your Company’s Recruiting and Staffing Goals?

We’re here to help.  You can contact us via our individual websites, depending on your specific needs or questions:

·      Jamie Swaim, SPHR – www.ParcelKnows.com

·      Molley Ricketts – www.IncipioWorks.com

·      Jason Heflin – www.CrowdSouth.com

 

We hope you found this file insightful and helpful.  Thank you for listening!