Talent Management during the crisis

No growth without stress!

No growth without stress!

by Maarten van der Zanden from https://peoples.hr/

The tremendous impact of coronavirus throws us back to the basics of life. For many people, challenges at work and worries at home suddenly come all together resulting in a stress response. Stress can often lead to failure but growth is possible as well which is something that you can use as an Entrepreneur and Manager. It is understandable that you may feel stressed out when experiencing changes at work or staying out of work. It is quite a responsibility to seek out the best opportunities for you and your people. The most important thing is that without any form of stress there can be often no growth for people. It is this very "tension" that can be turned into action… and with every action, you learn something new.

It is really a form of art to perceive such a tough event as a so-called Post Traumatic Growth (PTG). In other words: a traumatic experience that leads to an exponential growth of the individual, organization, and even the whole country. By this the kind of growth we mean the growth that makes people not return to the pre-trauma state but stimulates them to develop further. PTG can bring about positive change in the following areas: valuing life and yourself, setting new priorities, a sense of greater personal strength, identification of new possibilities, and improved closeness to relationships. (Zoellner & Maercker, 2006).

The most important thing is that every person is different and has different needs. Every person will therefore also deal differently with intense experiences. What is common is that it leads to the aforementioned stress. Stress, the negative consequences of which can only be signaled by others over a long period. In other words: in times of crisis, contact and feedback are essential for growth and self-awareness.

Leadership during the crisis

There are a number of things a manager or a supervisor can do to achieve that "Post Traumatic Growth." Everyone needs clarity so it should be provided as well. Be open and transparent, and do not be afraid to show if you don’t know something. A directive style of leadership works in times of crisis. For more positive effect attention should be paid to the following points: resilience, optimism, and Active Coping (solution-oriented).

Set a good example. In other words: by staying positive and emanating this, taking good care of yourself, setting the pace, and "always being aware of your environment", as a leader you help your team. An example that others will automatically follow.

A good form of practice is the technique they have been using at Defense for years: the buddy system which is linking employees together as buddies who are responsible for each other. This technique can be adopted in team activities, during the onboarding of new employees, and also on a regular basis. It encourages people to look out for each other and helps them take good care of each other. Especially when they take a break together (online/offline) and sometimes play a game.

‘’Always be aware of your environment’’

Finally, a valuable perspective from the TMA Method should be mentioned. The insights help you find out what needs and talents you and others have. A broad applicability and practical tools will help you find a quicker respond to the current situation. Switching quickly between the needs of your employees and the ones of your own, asking the right questions about it, ultimately helps you detect the growth and development that lies hidden in stress. A challenge, for sure but the stronger you can come out of it together.|

How can we help you and you as a manager?
Should you read this and have a TMA Talent Assessment? Then we recommend that you take a look at this and check for yourself what you really need: how can you meet your needs? And how can you optimally use your talents? Do you need inspiration, advice or a Talent Coach?

Source: Maarten van der Zanden from Peoples HR
Managing Consultant | Peoples | Talent Development

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