Pitfalls and unexpected twists and turns are an integral part of the road to recovery, and skills to deal with uncertainty can be learned.
The COVID-19 pandemic is having a negative impact on almost every aspect of our personal and professional lives. Jobs have been lost, incomes have fallen, and financial and emotional well-being has been threatened.
The ABS poll conducted last April showed that 35% of respondents
were nervous, while 42 percent felt anxious, nearly double the numbers reported in the 2017-2018 National Health Survey.
Queensland-based professional consultant and coach Rohan Watson has explored the obstacles and strategies associated with mental wellbeing in the workplace, with a particular focus on early intervention.
He says that even though “there is no immunity to balls… we can develop an optimistic, healthy mindset and life-affirming resilience skills to be well equipped to manage and navigate times of uncertainty.”
Storm navigation
Learning to thrive - not just survive - in times of rapid change and uncertainty is equally valuable for individuals and businesses alike. Watson recommends a few "foundational" steps to help you identify opportunities for growth during challenging and stressful times.
First, accept the fact that being afraid of the unknown is natural. Try to approach the experience with curiosity and adventure.
“This is also a time to stay firm in your values and stick with those you love. “Giving and receiving emotional support is always a powerful and positive anchor for stabilizing mental well-being,” says Watson.
“You may have a wild ride ahead of you, but wait - stop worrying, breathe. Things may be different on the other side of the storm, but you'll get through it... So cherish the time of uncertainty as a gift and gateway to enriching personal growth." Rohan Watson, advisor and trainer
Don't dwell on the past and don't wishful thinking about the future. Periods of uncertainty are the time to live in the present. Look for opportunities to overcome existing obstacles and use setbacks to strengthen your resilience, Watson advises.
“Change is a chance to rethink where your life and career are headed. Explore the alternatives and make choices about what will best help you combine your passion and talent.”
It helps put things in perspective. After all, uncertainty doesn't last forever.
“You may have a wild ride ahead of you, but wait - stop worrying, breathe. Things may be different on the other side of the storm, but you'll get through it and be better prepared for the new challenges. So cherish the time of uncertainty as a gift and a path to personal growth,” says Watson.
Connected in tough times
What about organizational sustainability? Have companies weathered the pandemic with a shift in culture and values? With some employees returning to work and others continuing to work from home, how do leaders ensure a coordinated response to mental wellness?
Kerrin Fewster, managing director of consulting firm Change2020, helps leaders and their teams develop coping strategies throughout the pandemic.
“Even though the panic has dissipated, there is a haze of ambiguity and a sense of uncertainty about what the future looks like,” she says.
“The best organizations to cope with the situation are those who reflect and learn from their experience during the worst pandemic.
“Working remotely has been a challenge, especially for some executives who are used to being in their office and the people who come to them. They had to find new ways to communicate and feel comfortable.”
We are creatures of habit and our tendency is to go back to the way things used to be, but if problems with culture, operations or work-life balance have already existed, then this is an opportunity to do things differently, says she is.
“It's a good idea to evaluate what worked well and what didn't during the pandemic, gather stories and ask questions. Perhaps people were more adaptable than expected. Where, when and why did the business trip arrive? »
CPA Library Resource: Thrive: 7 Steps to Successful Self-Management. Read now.
Clarity is more important than certainty
While companies may not be able to provide their employees with reassurance in the near future, they can provide clarity, which helps reduce anxiety. If people are informed, they feel better.
"Be really clear about what's going on, because it gives people something to hold on to," Fewster says.
Leaders must be decisive, but at the same time they must be aware that they do not have all the answers, and they can make mistakes.
“Sometimes leaders think that if they
vyat vulnerability, it will alarm people. Is not. This will bring them together and show that the CEO is human and having a hard day. They will identify with it.”
A bold look into the future requires creativity. Feuster says scenario planning should look at the lessons of the pandemic and ask what we can do in six months - get people to visualize the future and then build a structure around it.
“This is where [leaders] will need the courage to say we have a clear idea. Let's not wait until the borders open or something else. Let your organization be a pioneer, show flexibility and courage.”