This article was originally published in the October 2021 issue of “The Accountant”.
It is understandable that at the start of the pandemic, numerous organisations focused primarily on ‘riding the wave’ and ensuring they survive. It was an unprecedented situation where even those sectors not directly impacted braced themselves for the worst. However, the measures adopted to survive are often counter to the strategies one would employ to grow and maintain an adaptable workforce that can focus on the long term-sustainability of the business.
In 2020 numerous companies chose to re-structure and let go of roles that were not directly involved in the revenue generation elements of their company. Others cut out training budgets, stalled salary progression or halted other perks and benefits that used to keep members of staff feeling recognised and motivated. But a year and half after the onset of the pandemic, some businesses seem reluctant to let go of this survival philosophy and shift back to a growth mindset.
The reality is that in the short term, people are typically ready to pitch in and understand that perhaps their company is going through dire straits. People may accept to have their roles stretched to also oversee or carry out functions that would have previously fallen in the remit of someone else’s role. However, issues start cropping up when this remains the modus operandi of the company long after the business is no longer in jeopardy. From a sense of obligation and loyalty to helping one’s business succeed, employees start feeling resentful and taken advantage of. Aside from these negative feelings being shared among the workforce and potentially impacting the employer brand, the actual demands of stretched roles, high expectations and lack of investment in resources, all start taking their toll.
When employees are overstretched and fatigued, they do not have the energy nor the head space to innovate or think proactively. They remain geared on the ‘survivability’ mode and focus on ticking off the day-to-day needs, addressing the most pressing concerns and ensuring nothing goes wrong. This is completely counter to a growth mindset that ensures that what is important is on the agenda before it becomes critical and that the business is at the top of its game, ahead of industry trends and exceeding its clients’ expectations.