Turmoil is defined as “a state of great disturbance, confusion or uncertainty”. It also defines what society is currently experiencing. So goes society, so go the organizations that compose it. Low employee engagement, AI anxiety, political ineptness and cyber-insecurity all contribute to the people in the organization feeling insecure and unstable. Their knowledge, skills and motivation appear not to be enough to change their feelings nor is it enough to change the direction of the organization.
What to do and how to do it is fundamental behaviour for human beings. When this behaviour is frustrated, turmoil results in the organizations that human beings are part of. As EBW Global reports, “economic uncertainty, talent fight, AI disruptions and rising cyber threats – it’s clear that survival is the real story.” Organizations are faced with either the direct threat of economic collapse or its down the road impact. Meanwhile, the tariff wars benefit no one: never has, never will. They are just another form of war and we all know what that means.
We have found that seeking advice from experts can help re-focus organizations on alternatives that they never thought of, because they are too close to the problem. We at RANA Development have never been shy in asking for advice from those who can help. In turn, we are not shy in offering advice to others, since “what comes around, goes around.” Because it’s our expertise, our advice will always be on the centre of the Knowledge, Skills and Motivation continuum. We will always focus on the Skill of how to do things, i.e., the step by step process, while ensuring that Knowledge and Motivation follow suit. .
Some of the “what to do” may seem beyond our control, so why bother with “how to do it”? Even clarifying what to do is a series of steps. For example, when faced with a punishing tariff from a foreign county, is it wise to immediately retaliate without going through the steps of figuring out the cause, the effect and the impact? The sandbox of geo-politics is full of “what about you” behaviours that don’t lead to permanent and stable behaviours and decisions. So, applying some logic to understanding what is going on inside the organization in response to what is happening outside is both essential and – obviously – beneficial, since it may mean survival.
Asking for help is not a sign of weakness: it is in fact a sign of strength. It is, in fact, part of the strength to change, to understand and flex with the turmoil we are all facing. Turmoil tends to cause the stress that shortens the life of an organizations; it also shortens the life of those who make it function, those great people of all ranks: leaders, staff and team members alike. They are stressing out. Engaging everyone in the organization in the process of managing turmoil means everyone collaborating to ensure survival and growth. Everyone pulling in the same direction transforms negative stress into the best of what human beings can provide: helping each other succeed. We at RANA are here to help with learning and coaching.
