The paradox of having to generate and minimise job insecurity

If he could turn back tide
Poor old King Knut is unfairly famed for trying to hold back the tide. Such thinking would constitute the epitome of arrogance though, wouldn’t it? And yet in an increasingly dynamic world, those who believe they are entitled to job security are doing nothing less than trying to hold back the tide of change. Which is knuts. (Thank you, I’m here all week.)

Unless you’re a tenured professor, no-one should expect job security beyond the medium-term.

But does this construct then give leaders a carte blanche to use people simply as human resources to be moved around and off the chessboard at will, rather than resourcing humans to be capable of change?

Absolutely not, and here’s why:

There is no money for nothing
Of course, leaders have a fiduciary responsibility to look after their bottom line/budget. To survive and grow in a world that’s changing fast, organisations will from time to time need to be re-structured, downsized and upskilled. The pandemic proved with 8K clarity that most organisations are only ever a few weeks away from bankruptcy. (For confirmation, just ask the FTX crypto-kid Bankman–Fried.) The need to keep running from the crumbling cliff-edge is very real. Taking people outside their comfort zones – whether by the hand or the scruff of their neck – is therefore unavoidable, even though it generates levels of insecurity that drive fear and anxiety.

Don’t you forget about them
Because of that, leaders also have a pastoral responsibility to look after their staff. Accepting that eggs need to be broken to make omelettes doesn’t absolve leaders of their responsibility to mitigate the fear and anxiety they create. Take your organisation to the next level by all means, but make sure you’re also looking after the mental health of your people too.

No-one has a right to their job, because non-one can guarantee the future. What is predictable, though, is that change will generate opportunity and insecurity in equal measure. So every time you’re thinking about changing what your organisation does, remember also to think about how it’s going to make your people feel. So if you want a simple self-assessment to test your current level of balance, just count the number of times you ask your people what they’re doing vs. how they’re doing.

Change is not the end of the world as we know it
Looking after your fiduciary and pastoral responsibilities in equal measure is key to high performance leadership and the survivable execution of change for the long-term. And it might help you keep your job until you’re ready for a change.

Rich Alderton specialises in Adaptability Intelligence, so to learn how to become more adaptable call us on 07873 823 800, email us or complete our enquiry form.

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