We’ve Voted Out, So What Should We Do Now?
23 June 2016 will be a day that goes down in UK and Cornish history. Not perhaps the “Independence Day” Farage called for, but a day on which the British public voted for something they genuinely did not know the implications of, whether that vote was to Leave or Remain the long term implications of either was an unknown..
So now, and as of the morning of the 24 June 2016 we are a country and county in a new state. A state of uncertainty and of new beginnings, bringing fear to some and excitement to others, but certainly a place of change. No huge change today, although markets have fallen as we expected, but there is certain change over the coming months as the UK faces a new leader and relationship with the rest of the EU.
Whether you voted in or out, none of us really know what is going to happen over the next few months. Over time we will find out what the implications of a “leave” vote is, but we will never now know the implications of “remain”. This, however, is the tapestry of life. It isn’t predictable but somehow human nature is to muddle through and hopefully make the best of the status quo.
We cannot ignore the impact the 23 June 2016 will have on how we all feel at work, both today and in the future. There are many questions employees may be asking today and over the coming weeks. What does this mean for my pension? Will I still have a job? Will Flybe still operate the London/Newquay route? Will the new home I am looking at buying still be built? Will I need a visa to go on the holiday I have booked later this year? Will my non UK born partner be sent home and when?
Unfortunately, we don’t know the answers to many of these questions today, however in the interest of making the best of where we are, we can focus on what we do know and getting on with our jobs today as they are.
Just like other uncertainties in the workplace, employers can’t predict what will happen in the future but they can reduce workplace “noise” and “stress” by being open to discussion around uncertain issues, and being honest when faced with questions that they don’t know the answers to and being willing to say “we don’t know”.
There are no known statistics on the cost to UK business of “speculation” around the water cooler, although uncertainty forced UK stock markets down on 24 June, rebounding later as investors’ confidence was regained. Workplace sentiment, and ultimately wellness, works in a similar way. Uncertainty can drive over-reaction and rumour can have a negative impact on office feeling and focus.
Senior team away days should quickly be followed by a “sharing” session with more junior members of a team. This avoids rumours building about what might have happened at an away day and replaces these with facts as to what has been discussed and planned, and how it impacts on everyone in the team.
Alan Goddard, Managing Director of Cornish Mutual sees openness and transparency as integral to their success.
“One of the things that makes Cornish Mutual different is that we focus on being transparent and involve colleagues in all we do. We work very hard at doing the right things for our Members. Our strategies and values are simple, straightforward and truly embedded in how we work instead of being words on a mouse map or wall display. We do what we say and involve all in the process”
The UK has a lot to learn today from Alan’s words.