How To Manage Admist Uncertainty – Business Insider
When the financial markets collapsed in 2008, executives were forced to focus on survival. But the unsettling slow-growth period that followed the collapse presents its own problems. Companies can get through a catastrophe on pure adrenaline, but it takes resiliency and adaptability to navigate relentless uncertainty. Gallup has found that leaders should focus on these three things: clarity, agility, and perspective.
The economic downturn had a negative effect on Americans’ well being — except for people with engaging managers.
When the economy was at its worst, American workers said they were less sure of their employers’ expectations and had fewer opportunities to do what they do best. To counter this, “Great managers overcompensated on setting expectations and finding ways for people to use their strengths,” says Jim Harter, Gallup’s chief scientist of employee engagement and wellbeing. “This clarity kept engagement up and helped workers adapt to new tasks.” It also made employees more resilient. So as the economy worsened, they were able to keep plugging away.
As the economy starts to improve, executives and managers may ease up on communicating clear expectations to employees. They shouldn’t. “People need to know what’s expected of them, have what they need to do their job, have a chance to do what they do best, and use their talents, or they’ll retreat,” Harter says. “If employees lack clarity, they don’t see themselves as part of the solution.”
The economic downturn had a negative effect on Americans’ wellbeing — except for people with engaging managers. Things were bad for them as well, but being engaged at work had a positive impact on their overall wellbeing. That was a great benefit to businesses when things were at their worst — and it’s still helpful now.
“People with higher wellbeing are more agile,” Harter says. “And part of agility is resilience, or the ability to bounce back after a proble