Recently, I’ve been having conversations with leaders who are in the countdown to a State Government election.
The election date has been known for some time, so I’m told it’s been a long and busy runway. Leaders say they are eagerly looking forward to the caretaker period. This is when the Government stops making major decisions and shifts to making election commitments whose implementation depends on the Government retaining their majority.
Most savvy leaders know that elections bring a lot of uncertainty. That’s when many business decisions are put on hold or slowed down.
Polls can predict the electorate’s mood, but the outcome is never guaranteed. There are always surprises when the count is made on election night.
Even if the Government is returned, it’s a new period of government, and many changes are likely to impact the public sector directly or indirectly, for-profit businesses, and not-for-profit organisations.
If the Opposition forms Government, there will likely be even more changes because they’ll have a different policy platform.
Given our State’s political history, many public servants will remember how they were personally affected the last time the Opposition came to power.
Leaders should remember that team members are like icebergs – what’s happening under the surface for them isn’t always clear.
Even though no clear statements indicate that history will be repeated, some people will begin to respond instinctually.
That’s when you can expect Zac and Zoe to come in. Zac and Zoe are Zombies, the public face of a purpose-built capability development experience called Ambiguity Apocalypse. They represent that ugly, shadow side that exists in all of us.
They tend to emerge when people’s fight, flee, or freeze responses are triggered. They can make us act in ways that are not helpful when things are unclear or confusing or there are too many unknowns.
How many Zac and Zoes are in your workplace, waiting to emerge?
There’s no need to be alarmed as there’s a solution to this problem that is often underutilised.
Change is inevitable, but building people’s tolerance of ambiguity can unlock the growth and impact you need to respond to what’s next.
Unfortunately, now is not the time to cross your fingers and hope it will resolve itself as Queensland University of Technology research suggests that 90% of people in the workplace do not have a clear tolerance of ambiguity.
However, the 10% with a clear tolerance experience less stress, a greater sense of well-being, and an ability to be more decisive, enabling them to navigate a way forward despite unknowns.
That’s because individuals who tolerate ambiguity are more effective and efficient in changing environments and experience increased job satisfaction and overall well-being.
If you are a leader who wants to use the lull before the election outcome is known to prepare your team for what’s next, I invite you to find out how an Ambiguity Apocalypse Experience could set your team up to successfully ride the next wave of change.
An Ambiguity Apocalypse Experience is a fun and engaging way to learn and practice the skills that will be most beneficial once the election results are announced.
Don’t miss the opportunity to build people’s capability for the future. Otherwise, you might find a few too many Zac and Zoe’s getting in the way of crucial change.
If you’re not in Queensland, an Ambiguity Apocalypse Experience is also a great way to bring people together at the end of the year, have some fun, and learn valuable skills for 2025.
Download the white paper to unlock growth and impact.
Author and speaker Zig Ziglar once said, “You don’t have to be great to start, but you have to start to be great.”
You can start by booking a chat today.
