People leaders who are looking to improve their ‘adaptability quotient’ amid the ongoing U.S.-Canada trade war can draw upon lessons learned during the coronavirus pandemic, says Sachi Kittur, interim vice-president of people and culture at the Human Resource Professionals Association.
“I think what COVID-19 taught us is that the lack of predictability, whether it’s in our personal or professional lives, is really the new norm — we have to recognize that these ebbs and flows are going to be inevitable [and it’s important] to be prepared for [unpredictability].”
Indeed, unpredictability has been the hallmark of the second Trump presidency. The U.S. president’s flurry of executive orders since January has included a series of tariff announcements, many of which have later been delayed or reduced following pushback from U.S. trading partners, including Canada. Another round of U.S. tariffs on Canadian goods, including automobiles, is set to take effect tomorrow.
In addition to the immediate financial impact, the trade war is impacting employees’ mental health, productivity and ability to plan for the future.
Indeed, two-fifths (40 per cent) of Canadians say they’re concerned about losing their job amid the ongoing tariff spat, according to a recent survey by The Leger. The survey, which polled roughly 1,500 Canadians in March, found more than half of Ontarians are concerned over job losses, while just a quarter of Atlantic Canadians shared these concerns.
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For managers, adaptability in an increasingly unpredictable world requires the ability to make snap decisions and a willingness to take different approaches to challenges, she explains.
“You have to ask yourself, ‘Am I able to make decisions when I don’t have all the information?’ and ‘Am I comfortable making assumptions and taking on a little bit of risk?’ Leaders who are adaptable, can really navigate and roll with the punches and move quickly.”
“Managers also have to be able to unlearn what they’re used to doing. . . . I think leaders need to really make that conscious shift and recognize some of their old practices aren’t going to serve them well anymore.”
While adaptability may not come naturally to all people leaders, a little practice — and feedback from employees — can go a long way, advises Kittur.
Read: Employers can support different generations with flexibility, empathetic leadership: expert
“Adaptability like a muscle — the more you practice it, the stronger it’s going to become. It’s really about pushing yourself out of your comfort zone and trying to make decisions and work in environments where you normally wouldn’t be comfortable.
“You also have to engage with your teams to get feedback — such as, ‘How effectively am I responding to shifts and changes?’ and, ‘Am I doing a good job sort of supporting my team?’”
By improving their own adaptability, managers can set an example for their employees to become more adaptable in their work and personal lives.
“If you’re an adaptable leader, chances are you’re transparent and your values are at the forefront of employee engagement. [Managers] are role-modelling these behaviours for their team [and] the confidence level of their team members increases too.”
Read: U.S. employee confidence in organizational culture, leadership low amid pandemic: survey
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