Throwing on the Lifejacket: Surviving Your Worklife in the New Economy
Insights from Wendy Fencl, Engagement Practice Leader
We're all feeling the effects of the new world of work. Many of us are challenged by the same amount of work with fewer people to accomplish it. We're looking to cut costs and to reduce the use of "extra" resources we may have become reliant on. We may have seen growth and development-related projects fly out the window. And if we haven't been personally affected by a lay-off, we probably know of someone who has been. All of these factors can be overwhelming as we navigate the recession's choppy waters. If you're a manager, you may feel a double hit: how can you keep your employees afloat when you feel like you're drowning yourself? What can you do to survive — and perhaps even thrive — in this altered economy?
Know thyself. Never before has it been more important to know yourself as a person and as a contributor to your organization. Understanding what motivates you can help you ride out rough seas. Self-awareness helps you sort through what you can deal with yourself and where you need to ask for help. It showcases the talents and skills you have — and need — to take on new responsibilities and assignments. Clarifying your values provides the internal compass that puts your work world into perspective so you can get what you need to keep moving forward as you help your company do the same.
Create a plan for weathering the storm. As with any solid strategy, consider who needs to be involved with your plan — your boss, colleagues, friends, associates and clients. What needs to be done, and what help, guidance or partnership do you need from them? When you develop a plan for accomplishing what's required and for staying true to yourself at the same time, you gain a much-needed sense of control. And once you've developed your game plan, work it! Check periodically to see what you may have missed or need to change.
Communicate openly with your manager, peers and associates. With so much in flux, your first inclination may be to slow down or shut down. It's natural, when you're not certain what's coming next, to feel the need to stay "under the radar." The problem with this approach is that others don't know how you're feeling, what you need from them or what you can do for them. Make it part of your plan to talk to others, frequently and candidly, as your organization works through its challenges. Try to schedule more formal discussions with your manager or associates to sharpen your focus and stay on the same page. Informally or formally, take advantage of the coaching that others can provide… and provide it for others in kind. Remember, you're not the only person in the lifeboat!
Learn and experience all that you can. Downtimes or new assignments allow you to try something you may not have had the chance to do during periods of growth. Are there ways you can contribute to the greater of good of your organization and at the same time acquire new skills, build your networks or hone your expertise? If you're asked to take on something new or different from your usual work, embrace those aspects that further your own development. If you haven't been asked yet, be proactive. Suggest ways you can make a difference.
Choose your lens — positive or negative. We've all seen the research that people choose to be happy or not. While these are admittedly trying times, you'll weather the storm better with a positive outlook. The toll can be mental and physical, so incorporate stress relief in your plan. Reach out to coworkers to take a needed break, whether it's a walk around the block or a lunch out.
Staying engaged and enthusiastic when bombarded with bad news, constant change and uncertainty is daunting but not impossible. While the nature of your work or the environment in which you work may look different, you can remain the same high-performing, satisfied employee if you reflect, adapt and stay open to new ways of growing. Take out the lifejacket, and throw it on.
About BlessingWhite and this author
Wendy has extensive experience in developing and implementing organizational and management processes that support business transformation. She has over twenty-five years' experience in the design of change initiatives, talent management and succession planning, performance and reward systems, learning and development strategies, competency-based staffing and career processes, and team implementations.
Before joining BlessingWhite, Wendy served as President of The Hunter Consulting Group, Managing Consultant for Towers Perrin, National Accounts Manager for DDI and Consulting Principal for Holden Corporation. She also has corporate experience as a VP of Human Resources for Chase and Bank of America and was Director of Staffing and Development for the Sherwin Williams Company. Wendy is a graduate of Northwestern University's Kellogg Graduate School of Management, with an MBA in Organizational Development and Finance. Her undergraduate degree in Psychology and Pre-Medical Studies is from the University of Notre Dame.
Wendy is a regular contributor to BlessingWhite's monthly eNews and is a popular speaker at regional and national conferences. She can be reached at wendyf@bwinc.com.
BlessingWhite is a global consulting firm dedicated to creating sustainable high-performance
organizations. Founded in 1973, the firm has worked with almost three million professionals in thousands of organizations.