HOW TO THRIVE AT WORK WHEN YOUR FUTURE FEELS uncertain unce

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Right now, life is very uncertain for most people. The truth is though, life is typically unpredictable. Reality as we know it can shift dramatically in the blink of an eye and there is nothing we can do about it. What we can control, however, are the choices we make about how we perceive and respond to our circumstances.

CHOOSE YOUR MINDSET

The thoughts, emotions and actions we invest in are what ultimately determine the extent to which we suffer or thrive through times of uncertainty and change. While we have the power to choose enabling mindsets and actions, it can undeniably be difficult to make wise choices when the circumstances we are facing are highly stressful or feel overwhelming.

Research shows that heightened levels of stress can lead to cognitive disorders, especially in memory and judgement. It’s essential, therefore, that you make managing the levels of stress you are experiencing a top priority. Give your mind the best possible chance of seeing an accurate view of reality and making sound judgement calls about how you should respond.

ACCEPT WHAT YOU CAN’T CHANGE

Thriving at work when your future feels uncertain takes choosing the version of yourself you will turn up as each day. If you are a perfectionist, give yourself a break and accept that you will have days when the mindset or behaviour goals you have set for yourself are especially difficult to achieve. What matters is that you maintain commitment and keep striving to give yourself every chance of success, regardless of what life throws at you.

Essential to your ability to maintain the perspective you need and want to is accepting reality. Railing against the inevitable or unchangeable will do nothing to help you be where you want to be. Acceptance doesn’t mean you need to feel comfortable about the situation or convince yourself something you don’t want is a good thing. Acceptance happens when you stop struggling to change something that is beyond your control

and accept the emotions you are experiencing. What the research shows is that our ability to accept what we can’t change has a profound influence on our emotional and psychological wellbeing. When we engage in a battle with reality, we impair our capacity to manage the challenging emotions we experience and ultimately cope.

RESERVE JUDGEMENT

Research has linked a tendency to accept our mental experiences with greater psychological health. When it comes to uncertainty, keep in mind that you can’t complete a jigsaw puzzle for a picture that hasn’t yet been created. Accept where you are now, including the reality that clarity and greater certainty will come with time.

Turn your mind to how you can continue to contribute, create opportunities or leverage the ones you already have.

Recognise also when there is a potential disconnect between your perceptions and reality. In other words, misalignment between what you are seeing and what is actually happening. Anyone working in HR is likely to agree that people will often make assumptions and draw conclusions about what leaders are thinking or doing, based on observations they make about who is meeting with whom, and how.

A client once told me, “Well it’s obvious what’s going on. They’ve been going in and out of meetings for the past week.” As it turns out, it wasn’t obvious at all. While my client assumed the organisation was about to announce lay-offs, in fact, they had just acquired their biggest competitor and had no plans to downsize any time soon.

So, reserve judgement and fact check before buying into a version of reality that may well be completely off the mark. Among other things buying into a false version of reality will drain you of the vital energy you need to continue to show up each day an optimistic, engaged and determined version of yourself.

BE PART OF THE SOLUTION

Being willing to try new ways of working, collaborate with other people to identify solutions to the organisation’s challenges and maintaining an optimistic mindset are key. What most leaders are looking for through these times are people they can rely on to be a part of the solution. Speak up about the ideas you have to share and demonstrate open-mindedness to other people’s perspectives – and you’re likely to be seen as a positive influence on the team’s ability to succeed.

• Karen Gately, founder of Corporate Dojo, is a leadership and people-management specialist. She is the author of The People Manager’s Toolkit: A Practical Guide To Getting The Best From People (Wiley, $27.95). Visit corporatedojo.com.

HR SPECIALIST AND AUTHOR KAREN GATELY IMPARTS HER EXPERT TIPS FOR THESE EXTRAORDINARY TIMES