Self-esteem and Managing Change in an Uncertain Economy.

The requirements of the past are not the same as now and the demands for economic growth now would not be the same for the future, in a world filled with much uncertainty with factors like war, unprecedented inflation and new technology constantly changing the playing field, organisation now more than ever need human resources capable of adapting to rapid change to help to sustain relevance in their various industries.

The demand for high self-esteem individuals in organisations can no longer be underestimated as the inefficiencies of micro-management becomes clearer by the day and organisation now needs individuals that can work and deliver remotely banking on self-leadership and self-motivation.

The more unstable the economy the more rapid the rate of change, and the more urgent the need for individuals with the ability to manage themselves, resiliently assert themselves and persevere to learn and understand innovation and how it can benefit the organisation – this is a dispensation only available to individuals with high self-esteem.

The willingness and ability to learn are encouraged only by a growth mindset, the willingness is majorly motivated by self-efficacy which is a pillar of self-esteem. A person with high self-esteem believes in her efficacy and is always willing to maintain and improve that through learning – this is a quality that will go a long way in keeping organizations ahead of trends that are either useful or detrimental to the growth of the organisation

Low self-esteem correlates with resistance to change and clinging to the familiar, it is an economic disadvantage to organisations looking to stay ahead of trends in a competitive economy – organisations who do not prioritize policies that encourage high self-esteem-building activities in their workforce will struggle to cope with changes, spend more resources on hiring new personnel as their workforce will find it difficult to cope with change.

The Mind.

The mind is at the centre point of responding to and managing change and unless an organisation operates in an economy where the execution of ideas only demands a hammer to the nail, then the least employee in the organization’s rank needs a healthy mind as the highest in the rank and if low self-esteem is an attack on the mind, then high self-esteem becomes an indispensable tool for an organisation to respond to and manage change.

For an organisation that wants to keep up with new trends and manage change in a competitive economy – the whole workforce must believe that it has what it takes to face and cope with basic changes in a way that help keeps the organisation on track and this is the core of high self-esteem through self-efficacy which means that employees believe they are competent not just in the moment but to learn what is necessary to face the challenges of the future.

The System.

Organisations must reduce the rate of bureaucratic bottleneck and increase trust in their workforce, this is easier for organisations with practices that encourage high self-esteem in their workforce as employees would not be frightened by the sight of new responsibilities because the system runs in a way that makes them believe in themselves.

If the mind is important to your business as an organisation, then high self-esteem is an indispensable factor for the business to thrive and management must consciously put in place practices that encourage high self-esteem and frequently review the impact of such programs on the workforce.

When an organisation lack personnel with high self-esteem, it will constrain the organisation in its effectiveness to deal with challenges.

Organisations must constantly ask and review the impact of their culture on the confidence of their workforce – do our people become more confident working for us? The most important culture in an organisation is the one most actively practised by the leadership and not the one written in the handbook. It means that both the explicit and implied practices of the organisation must encourage the development of self-efficacy and self-respect in the workforce.

My Advice.

Any organisation that wants to survive the uncertainty and the innovation of the future must have strong personnel that can think and can also adapt through the execution of new ideas to fit into new demands and this becomes easier to achieve with personnel that operates with high self-esteem.

Organisations must have policies that encourage the development of high self-esteem and my advice is that organisations can infuse the following subtly or directly into their core values, and culture and ensure compliance to help their workforce build high self-esteem.

Here are some of the practices.

·???????Encourage a high level of consciousness among staff by assigning responsibilities, encouraging and supervising the process of self-development.

·???????Encourage staff to assert themselves and wear confidence as their preferred attire.

·???????Encourage self-responsibility.

·???????Aligns staff purpose with the vision and the impact the organisation seeks to make in the world.

·???????Encourage the practice of self-integrity from top to bottom, where such is rewarded and the opposite is punished. Where leadership keep to their promises at all time.

Personnel that believes in their efficacy and the ability to think and adapt are indispensable assets to the organisation in coping with uncertainty.

'Tayo Adeyemi Adiatu ?Momodu Abdulahi ?Afe Babalola University ?Dr. Ayodele Oni ?Michael A. O. Thomas ?Bridget Sileola A ?African Circular Business Alliance ?Dr Dipo Awojide ?Tulcan Energy Resources Limited ?David Olurin ?AMBASSADOR FUNKE KEHINDE Richard Obiechie

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