It’s the uncertainty of change and the way it’s gone about that causes the problems, not the change itself.
You know when you’re in a conversation and the person you think you’re in a conversation with is having a different conversation, even though you’re both speaking with each other, and at some eventual point, one of you realises before the other that you’re talking at cross purposes? At that point, you have to either stop talking and backtrack, or you have to interrupt them. You know that look in their eyes just before they get what’s been happening, that confused, almost pained expression? Remember that face. That’s the face of change.
I recently needed to visit a firm that dealt in air conditioners. I was told it was in William Pickering Drive. I didn’t bother getting any more specific details such as the name of the firm or the actual street number. I drove along and saw in the distance a big red sign saying “34C” and a much smaller black and white sign saying “Climate Control.” In a brief conversational exchange with someone in passing in the reception area, I glibly commented that “34C” was a clever name for a firm dealing in climate control, although probably a tad warm for my tastes. I wouldn’t say what followed was a heated exchange (pun intended) but there was certainly escalated confusion, as I was sure the name of the company that dealt in climate control was “34C” whereas the reality and the other person’s perspective was that the company was called “Climate Control” and “34C” was their street number.
At some eventual point, the other person realised what had been going on and interrupted me. The few moments either side of that was the conversational equivalent of when you’re sitting in a chair and leaning back and you get to a point and you don’t know if you’re going to fall or stop yourself falling. I’m sure there was a confused and almost pained expression on my face – the face of change.
The theme of this issue of Employment Today is ‘Managing Change.’ It’s the uncertainty of change and the way it’s gone about that causes the problems, not the change itself. Research shows that worrying about losing your job causes greater ill health than actually losing your job. Sarah Burgard from the University of Michigan has shown that job insecurity (fear) causes more illness than the eventual reality of unemployment.
So, what can canny employers do to prevent, or at least mitigate, any harm caused by potential change, actual change or the perception of the risks of possible change in the minds of the employees to which the changes happen? Let’s look to Hollywood for some answers.
With the synchronisation in recent years of movie release dates around the world and the tsunami of streaming and downloading or movies, a lot of our friends are seeing a lot of movies before we do. And, good friends that they are, they’d love nothing more to share their experience with us and encourage us to see their recommended films. The term “Spoiler Alert” has thus fallen into common usage as our good friends give us notice if anything they are about to say might ruin a critical story point or narrative twist.
This is the lesson from Hollywood for employers – DO THE OPPOSITE!
Provide spoilers at each and every stage that you can and repeat them more often than you think is necessary. The less uncertainty the better when it comes to managing change. It’s the uncertainty that causes the problems and damages the relationships and the mental and physical health. Change isn’t going to stop – both the change you’re deliberately and proactively provoking and the never-ending stream of reactive changes in today’s economy and workplaces. That’s the reality and will continue to be so. What you can control to a greater degree is the level of uncertainty. So, sprinkle out those spoilers like salt on takeaway French fries (way more than a normal person thinks is necessary.)
I’m performing in the NZ International Comedy Festival this year in a show called ‘The Grin Reaper.’ While it’s an hour of stand-up, its theme is about how to live longer, based on a great book on longevity studies called ‘The Blue Zones’ by Dan Buettner. Learning some life lessons from those who’ve lived the longest, they’ve distilled the research down into nine key things you can do to add ten quality years to your life. ‘Having purpose’ was one. ‘Wine at 5’ was another so that’s good news. A couple of others related to ‘a sense of belonging’ and ‘handling stress.’ That’s where change presents itself. Managed badly, change can literally affect the quality and quantity of our years. Managed well, it can enhance both. Also, you should totally watch the movie ‘The Sixth Sense.’ It’s not so much about longevity but definitely about spoilers.