When change comes, how do we cope?

 

I am bracing myself for change.

The unprecedented events in Malaysia over the past three or four years must surely make you feel that change is not just necessary but absolutely crucial. And, the biggest change of all that our nation needs is wide-ranging reforms in our system of governance.

I don’t have to list out the nonsense that has happened, and continues to happen. We can all see what’s going on for ourselves. The country is more polarised than ever, mismanagement runs rampant, our judicial system is constantly being questioned, and we have lost the competitive edge in the global playing field.

Ironically, just a few days ago, our erstwhile prime minister of many years and two separate terms issued a statement lamenting on how badly Malaysia has fallen. He was mournful of how we have fallen behind the likes of Indonesia, Vietnam and some African countries. Apparently, he was sad that we are not prepared to use technology to achieve efficiency and limit corruption.

Arguably, what this former prime minister said is true. But it is rather rich coming from the person many will say was the architect of dismantling the institutions of good government in Malaysia.

So, we will have to rebuild. But as we rebuild, change is unavoidable.

The real danger is that the citizenry is not prepared for the changes that will inexorably come to many aspects of life as we know it. This fear of the unknown will be an impediment.

What do we do when we find ourselves in unfamiliar and uncharted territory?

Professionally, as a leadership coach, trainer and management consultant, I see this fear, albeit in a microcosm, when organisational culture at workplaces need to shift. Regardless of the trepidation that people might feel, I always recommend that they brace themselves for coping with tectonic shifts, which will be inescapable in their career.

Change is an absolute certainty in life.

For most people, change and the resulting difficulties are very tough to negotiate. At your work-place, adjustments can come abruptly, and they could possibly alter your lifestyle, and perhaps even your entire career.

This is the same with the people of Malaysia as we prepare ourselves for change.

And the only way forward is to master that fear by not resisting the change, and not being overwhelmed by the challenges we will face as a nation.

It is incumbent upon organisations to empower management teams and employees with the necessary skills to effectively manage changes at the work-place. And, if we strategically prepare ourselves, we can cope, regardless of what the challenges may be.

When advising companies, government departments or agencies in dealing with change, I suggest three primary strategies that will help guard against counter-productive behaviour.

The first is I ask the bosses to prepare their managers. Their managers must understand the emotional nature of change, and be provided the tools to address issues that will arise.

This means that strong leadership is needed. It determines how a team will perceive these changes; how they react to others; and how well everyone collaborates under trying conditions. Very few organisations provide training on managing change. This usually leaves managers unprepared, and having to deal with the fallout, on their own.

So, we as Malaysians, need strong leaders.

Next, I ask companies to be ‘real’ and recognise emotions. There needs to be increased empathy. And, the organisation will need to work on increasing the collective ‘emotional intelligence’.

In any company, the perception that the top management is aware that their team is dealing with tough emotions, is vital. This awareness will help people cope with not allowing their emotions to control their decisions.

So, we Malaysians, need emotionally intelligent leaders.

And the third strategy I ask organisations to employ is constant communication.

Many leaders tend to go into self-preservation mode by staying silent, in the face of adversity. This is a very bad move. Gossip thrives during challenging times, and the leaders’ silence will allow the rumour-mill to go into overdrive.

Companies need to keep everyone updated on decisions, and they can do this by communicating with their people directly, or constantly keeping everyone in the loop via communiqués. This becomes a real high value task to make the team feel that they are a part of the process of change.

So, we Malaysians, need leaders who are transparent and communicative.

In my consulting work, I also offer some strategies for employees to cope with changes at work.

The first is to force yourself to maintain a positive outlook and accept that change is constant. I ask them to cognise that change might not be ideal, but the nature of life is such that it is unavoidable.

This is also our reality as citizens of this country. We need to embrace change because Malaysia as it stands is truly heading towards an unmitigated disaster.

I also ask employees to understand the emotions associated with change at the workplace. This can help them manage better. I share the “Change Curve” model with them. It is a powerful model used to understand the stages of organisational change.

Understanding the emotions associated with change, and the transitions involved, will help employees deal with things. It will show you why and where you are on this curve. It will also give you the knowledge that everyone experiences similar emotions during change.

So, remember, as Malaysians, we are in this together.

Change has to come. Now we must learn how to cope with it. - FMT

The views expressed are those of the writer and do not necessarily reflect those of MMKtT.