On 23 June Brexit thundered through the nation like a tsunami; flattening political careers, laying waste to assumptions and leaving a significant rebuilding exercise in its wake. With article 50 still to be triggered and negotiations not even begun it will take some time for the true extent of its effect to be seen. However, a scan of the papers would seem to indicate that more and more commentators are focusing on the positives to be had out of Brexit, the chance to build the UK as a global power, to forge new relationships and to open up new opportunities.
But in this initial adjustment phase it also has to be said that the commentaries are largely confined to high-level effects; on countries, on cities and on the fortunes of companies. But what about the effect on individual people; the workers who may worry about the effect on their jobs, the individuals who have to make decisions on a daily basis which will affect themselves and their families?
This then is the time when organisations really need to step forward, to engage with their people, to communicate and to show how much they value them as individuals. It’s no coincidence that good business continuity plans set people at their heart. After all, when disaster strikes, it is the attitude and the ethos and the effort of your people which will significantly affect a business’ successful return to full working. And in a similar vein, it is no coincidence that change management plans which actively seek to engage people in change again have a far greater chance of success.
Communication and awareness
So what can leaders do now to engage their people in uncertain times? In the short term the key to success is communication and awareness. In the longer term it is to build an employee engagement programme which enables your people to play their part in maximising the opportunities available over the next few years.
Building a strong employee engagement programme is a topic in itself, so for the purpose of this article we are going to concentrate on communication and awareness. When any changes in the offing it is inevitable that the rumour mill starts to operate. All it takes is one person who is worried about the consequences of change, and their concerns can infect an entire department, division or even the organisation itself.
The more open the leadership is, the more opportunities it gives for engagement and discussion, the more easily negative rumours can be quashed. So talk to your people, have meetings, listen to what people have to say and invite them to play their part in securing a strong future. Get it right and before you know it you may be well on your way to building an innovative, future proof, organisation.
No matter how openly you communicate, it is also important to be aware of the way in which uncertainty and change may affect your people. So take a leaf out of the business continuity planning booklet and bring in councillors, specialists who understand the way in which uncertainty can manifest itself and who are able to guide your people either individually or in groups through the uncertainties of change. If you had a major fire, if a member of your team had a horrendous accident you would naturally offer counselling, so why not do so in order to help people to overcome their worries about a Brexit future?
Even in the midst of worry, this is a time of tremendous opportunity for organisations. This is the time when the innovators, the positive thinkers, the go-getters and the future shapers can really make their mark in the world. Taking time now to engage with your people, to bring them in to the development mix will not only help them to be reassured, it also help them to take their rightful place in driving the organisation towards a secure future.
