TMRC Resources

It began as a rumour that the organisation was going to be restructured. Those that had worked for long in the organisation, thought it was all lies, while others didn’t care or were worried. This went on for some months about what the top management was going to do, though no information was officially being passed on to the staff. The Management Team kept grinding at the subject matter until a time reached that it had to be announced to the whole organisation.

It was planned that at the beginning of the financial year would be the perfect time to announce the proposed change. This was because the organisation had a practice in which all staff in their different regions would congregate to take stock of the previous year and make plans for the coming year. As a result, when these meetings were taking place, all the staff were simultaneously informed about the change that has been proposed, the objectives and the next steps in implementing the proposed change.

One of the things done was to give everyone an employment termination notice letter, three months in advance and then advertising the positions that were required to take the organisation to the focus that had been envisioned. It’s what staff really need in difficult times.

The reactions of the staff were varied. Others felt that top management didn’t respect, didn’t care, or value them. Some voiced their dissatisfactions to the top management representatives present, while of course some just kept quiet or talked favourably about the proposed change. Others couldn’t handle the pressures and had medical personnel called in for first aid and treatment. Small groups engrossed in talks, all about the change. The normal laughing and happiness that the day would bring, was gone. 

However, one thing was very observable. Whatever it was, it was having a toll on everyone. Thus, you could read the minds of people who are all thinking about what was in the change for them. It’s human nature. Are you going to benefit or not?

In my last article of 23rd May 2020, I shared 4 change management strategies in difficult times, which was mostly focused on the Managers or the decision makers. However, some of you could have felt let out, especially, if you are not a decision-maker to a magnitude that you affect a lot of the operations. You might be wondering, what can you do in this period for you to get through it more comfortably.

I was part of that organisational change that forever changed most of our perspectives and how we viewed change. As a result, let me share with you some of the strategies that you can use in anticipation of any kind of major change, --- if it has not yet happened --- such that it becomes less bearable.

1. It's ok to become scared.

I can tell you, that for those that have alternative sources of livelihood, they might not take it so hard. Know that you are not the first person nor will you be the last person. It is a normal thing to be scared because it is your future that is at stake.

However, don’t vent out your anger as you might say things that you will regret. A word said can’t not be removed. Therefore, keep yourself mute. You can vent out your frustrations to a trusted person to help you walk through the situation. It is one of the ways to get control of the situation. Don’t forget the fact that you can’t control what situations you encounter, but your reactions.

I remembered, once in a while being there and thinking, “what next if I am not retained? Will I get a job immediately? What am I going to do?” I had no plans and had never planned for what next after the termination of my contract. This made me feel scared because of the uncertainty of my future.

When you don’t have a hold of your future, especially, when we have something that we can do or have to do, you will get scared. That is ok. Let those fears come and let them out so that you are faster onto the road of recovery for your next step. 

  2. Get the facts.

We are prone to misinformation as it appeals most to us. That is why you find lots of rumourmongering amongst staff about some decisions that have not been made or made. Some use it to show that they are at the source --- access --- of the data --- a decision-maker. 

There is a lot of information being shared during this time and most times, the wrong ones get the attention of people. We want to hear that they have got it wrong with their decision. This human nature of we are right and they are wrong, gets in our way of making sure that it is rubbed in their faces. What do you gain by that satisfaction? Nothing really.

So, I encourage you to do all you can to get the facts from a trusted source and don’t depend on the information that isn’t verified to make decisions. Most of the leaders at such a time might as well be having a rough time of handling the change, and you shouldn’t be the one to continue making them feel even worse. Imagine, you were the ones in their shoes, and would you like others to treat you in a way that isn’t worth? I don’t think so. Therefore, respect and accept that the Managers have a job to do and they have to do it right with your support. You need to not forget what a manager really does

  3. Accomplish your mandates.

Given the time --- if there is --- to effect the change, ensure that you continue to accomplish your mandates. I know people faced with an imminent change process, will give up on working, yet they have not completed their terms of service. This is a delicate situation for everyone involved, and to get off on a good footing, needs you to do what is expected of you.

Doing it this way builds further your reputation at a time when most people lose theirs. Do the unexpected that most people and employers don’t expect. I can tell you that at such a time, the employer resigns the urge of holding someone accountable for non-performance. You perform even if you are on the way out. You leave the organisation with something to talk about concerning you.

At the time we had been told about the change, our duty station continued to perform. In fact, one of the Divisional leaders told me that “Patrick, you are the only person out of all your peers that are going on with organising for the World AIDS Day Celebrations.” 

  4. Accept the Decision

One sure way of moving on with a settled mind or at least settled mind is to accept the decision or situation at hand. There might be many situations that your life hinged on the job that you had, which is now closed or going to go, that might affect your acceptance of the situation, please do accept the situation and decision made. The earlier you do, the better for you to move on.

Trust me, it is not the end of the world for you, but it could be a great chapter for your next destination that you never fathomed could be possible. It could be the trigger that you needed to get onto the next journey towards your greatness. Don’t take it so hard.

Also, during that period, a training session was organised and if the organisation had earmarked a person not to continue, they were excluded. Then there was one person who had been invited and after attending for two days, he was told to leave the training. We felt sorry for him, but he accepted the decision. After some few years, this same person was now being consulted by the organisation and earning more for a little time than his salary for a month.

Note that in the book, “Conversations of Managers”, we have a section discussing about change management. Get your copy now to gain more insight on what you can do in such a situation like this which requires the right tact in managing. Visit Amazon or Jumia Online for your copy.

The Manager Resource Centre Ltd, is your management consulting agency at hand to provide you with simple, real life and practical solutions to your management challenges of our time. We are at hand to ensure that you manage and lead with distinction. Why not get in touch with us for supporting your organisational or company journey towards excellence.

Send us email on patrickobita@yahoo.co.uk / info@managercentre.com or patrick@managercentre.com or call +256 776 521701 / +256 774 928781 / +256 754 082100. You can as well follow up on our various social pages on Twitter , Facebook , LinkedIn, www.managercentre.com or request to join our emailing list for articles on management.

Ayiga Patrick Obita;

Management Consultant with TMRC Ltd.