Resilience is Necessary in Transitioning While in the Unknown

As a world we are transitioning in many facets of our lives where the outcomes remain unknown. This is perhaps the first time in historical memory that as global collective we are facing a future that is not clear and where change is certainly being thrust upon us.

To address the current period of uncertainty it is important to have “resilience”. The Oxford dictionary defines resilient as springing back, of being buoyant. This is a quality that I encourage everyone – myself included to embrace at this time.

As some of us work from home, and others go out to provide needed services, and others have received news of lay off or termination from their places of work resilience is necessary. The short- and longer-term future in the current period of changes that are emerging have yet to manifest.

One of the tenants to value is to leave over thinking behind and settle into the unknown. Not an easy thing to do at the best of times. The working landscape will be different when this current situation has run its course. Those who are able to spring back and demonstrate resilience will be in a better position to create and move on to what is next.

Marie-Helene Sakowski, Transitioning Change –

Managing the Current Transition

How are you as an employer, business owner or manager addressing the current transition?  Are you finding new ways of leveraging technology to stay afloat? Is your business in one of the sectors that has been impacted such as travel, hospitality and service? Do you have clarity about the type of influence you have over the business, and the changing dynamics of this time period?

Most employers and managers would state that they have a strong influence overall within the business they are in. Given that every business is undergoing tremendous transition what actions are you taking to manage the turbulent waters that all businesses are currently facing?

  • Do you emulate the type of behaviour and culture you want to see around you?  Are you a strong proponent for having employee’s views and feedback be a part of your daily operational routines?
  • Are you open to constructive criticism that leads to doing things differently over the next several weeks and months?
  • Are you engaging your employees for feedback on improving working dynamics?

All businesses are changing now. The question becomes how are you revitalizing yours?

 Marie-Helene Sakowski – Business Change & Transition Specialist, at