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TMA World A Guide To Managing In Turbulent Times
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TMA World A Guide To Managing In Turbulent Times

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Managers and employees can experience feelings of insecurity and greater stress with subsequent interpersonal tension due to organizational change and the associated feelings of uncertainty. …

Managers and employees can experience feelings of insecurity and greater stress with subsequent interpersonal tension due to organizational change and the associated feelings of uncertainty.

This TMA World guide provides hands on advice for leaders and managers who are required to maintain their own and their team’s performance, motivation and engagement during trying times.
For more information on managing in turbulent times and other skills you and your organization need to thrive in the borderless workplace, contact us today: enquiries@tmaworld.com

Visit our website: www.tmaworld.com




Published in: Business, Health & Medicine

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  • 1. Page 1 © Transnational Management Associates Ltd. | www.tmaworld.com Managing In Turbulent Times Navigate through complexity to enable productive change Indeed and unless you‟ve been living on a desert island or are fortunate enough to posses inestimable wealth, you will no doubt have been affected by what has been happening over the past few years, either having first-hand experience or knowing someone who has been bruised by these tough times. It has affected most organizations and as a result, it‟s most likely affected you, either within your role as an individual contributor or as a leader of a team adversely affected by these turbulent times. Either way, it‟s critical to have a good appraisal of what you can do to meet these challenges head on. So let‟s consider what it takes to manage in these turbulent times and analyze how individuals react to change and stress. Let us also consider how we can modify negative responses and develop a strategy to best manage change. Let‟s start by looking at something we call VUCA, because it‟s critical for today‟s leaders to understand that the global nature of today‟s working world leads to – volatility, uncertainty, complexity and ambiguity. Volatility - The nature and dynamics of change. Uncertainty - The lack of predictability, the prospects for surprise and the sense of awareness and understanding of issues and events. Complexity - Multiple forces, the confounding of issues and the chaos and confusion that surround an organization. Ambiguity - The haziness of reality, the potential for misreads and the mixed meanings of conditions. “It’s a recession when your neighbor loses his job; it’s a depression when you lose yours.” Harry S Truman
  • 2. Page 2 © Transnational Management Associates Ltd. | www.tmaworld.com For all leaders and managers, recognizing the manifestations of VUCA on the global business environment is one thing, but it‟s equally important to understand how it affects the workforce. The most obvious manifestation, obviously, is stress. Of course, some pressure is necessary to motivate us and enable us to perform at our best. To a point, an increase in pressure can improve performance and the quality of life. However, if pressure becomes excessive, it becomes harmful and destructive and that will have obvious ramifications on the individual concerned, the wider team and ultimately the organization. So let‟s be clear about what stress is and consider what can be done to alleviate it. Stress is the adverse reaction a person has to too much pressure or too many other types of demand placed upon them. Reasons for this can include having too many tight deadlines, feeling that you‟re the only person capable of dealing with the job at hand, or a feeling that you can‟t switch off. So let’s consider some steps that you can take if you are:  A leader needing to address the issue of stress in your team  An individual contributor wanting to reduce your stress Avoid: When you have a choice and it‟s not about postponing an issue, avoid something that stresses you. Alter: When you can, alter the thing that‟s stressing you. For example, explain to your manager you need more information/direction, or a colleague that interrupts that you need some uninterrupted time to work Accept: Stop wasting emotional energy stressing about what you can‟t change Adapt: Change your response to stress Break the negative stress cycle Break the negative feedback loop. Instead of the automatic negative thoughts and negative self-talk, stop, breathe and do some positive self–talk. “I can handle this”, „I have dealt with this kind of thing before‟ etc. Managing In Turbulent Times Navigate through complexity to enable productive change The 4 As Of Managing Stress
  • 3. Page 3 © Transnational Management Associates Ltd. | www.tmaworld.com TMA World is a leader in developing talent for the borderless workplace To find out more about managing in turbulent times or to enquire about other solutions contact us today: enquiries@tmaworld.com Be comfortable with ambiguity If you are a leader of teams and you find yourself leading your people through turbulence, you need a high tolerance for ambiguity and the ability to lead others through this ambiguity. The first step in doing so is to understand what kind of ambiguity you‟re facing. Manage change If you are leading change, focus on preparing a robust strategy, including defining the change, communicating at all appropriate junctures and engaging and motivating all individuals affected by the change. Focus on monitoring individuals, noting symptoms such as a change in normal behaviour, increased absenteeism, falling standards of work. Manage relationships Invest time in managing relationships as you‟ll find the investment will pay dividends. Consider how you establish and sustain trust, ensure you‟re available and supportive and demonstrate this by actively listening and being empathetic. Above all, make sure you manage your emotions and learn how to manage emotions in others. For example, give individuals an opportunity to vent, disengage your own emotions and maintain your equilibrium. Think about how you engage individuals Ask yourself the following questions: If a member of your team were asked about their role, would they be able to say:  I have an emotional connection?  I am able to perform to a high level?  I contribute and therefore my work is important?  I am listened to?  I am valued? In short, you need to create a foundation for engagement which invites and welcomes open discourse. Convey an attitude that everyone‟s work is important and recognize achievement. All of this will remove barriers and build appreciation. If you follow these steps, you‟ll be assured of making inroads when it comes to understanding how to manage in turbulent times, or managing your people in times that are challenging. Managing In Turbulent Times Navigate through complexity to enable productive change