We can’t control the economy, we can control how we treat people

There is a lot happening in the world right now that can leave Canadians feeling unsettled.

Our nation’s relationship with the United States feels less predictable, trade relationships are changing and businesses are trying to understand what tariffs, economic uncertainty and political decisions could mean for them. Employees are also wondering what all of this might mean for their jobs, families and financial security.

The difficult part is most of us have very little control over these bigger issues. Most business owners cannot influence international trade policy, and employees certainly cannot. We can pay attention, plan where we can and make good decisions based on the information available to us, but ultimately there are many things happening around us that are outside our control.

That can be an uncomfortable place to be. It can also be a good reminder to focus our energy on the things we can influence, particularly how we treat the people around us.

Control how we lead

For employers and managers, uncertainty can create a temptation to either say too much or too little. Sometimes, leaders feel they need to have all the answers before they talk to employees. They don’t. If you don’t know what the next six months will look like, it is perfectly reasonable to say that.

Good communication does not require a crystal ball. It requires honesty about what you know, what you don’t know and what you are doing to prepare. Employees generally understand their employer cannot predict every economic or political development. What they do need is confidence their leaders are paying attention and will communicate with them when something affects the organization.

A simple explanation such as, “Here is what we know, here is what we don’t know yet and here is what we are doing to prepare,” can go a long way. Even when there is no new information, telling employees you are continuing to monitor the situation is better than allowing uncertainty and rumours to fill the communication gap.

For employees, uncertainty can be stressful enough without having to guess what is happening at work, as well.

Look out for co-workers

Uncertainty does not always announce itself. Someone who is worried about their family’s finances may not walk into work and say, “I’m feeling anxious about the economy today.” They may simply seem distracted, quieter than usual, impatient or tired.

Of course, not every change in someone’s behaviour is related to stress, and managers do not need to become therapists. But we can become a little more observant and a little more generous in how we respond to one another.

Asking someone how they are doing and genuinely listening to the answer is a good place to start. If someone seems overwhelmed, a manager might ask whether there is something that can be adjusted or whether they need help prioritizing their work. A colleague might offer to help with a deadline or simply give someone a little grace on a difficult day.

These are small things, but they can make a meaningful difference when someone is already carrying concerns from outside the workplace. We do not have to solve someone’s problems to let them know they are not invisible.

Don’t underestimate small acts

When the world feels unpredictable, stability at work can become surprisingly valuable. That does not mean organizations should pretend nothing is changing. It means being consistent about the things that can be controlled.

Employees benefit from knowing what is expected of them, when they can expect communication and where they can go when they have questions. Managers who follow through on commitments, explain changes and recognize good work create a sense of predictability that can be particularly important during uncertain periods.

This is also where good workplace policies and practices matter. Employees should not have to wonder whether expectations will change depending on the manager they happen to be dealing with. They should have some confidence that workplace decisions will be made fairly and that they will be treated with respect.

None of this is particularly revolutionary. In fact, much of it is simply good management. But when people are already dealing with uncertainty in their personal lives, the consistency of their workplace can provide an important sense of stability.

Community is competitive advantage

There is also a business reason to focus on how we treat one another during uncertain times. Organizations with strong relationships and trust between employees and leaders are better positioned to deal with change.

Employees who trust their leaders are more likely to raise problems early. Teams that support one another can often adapt more easily when circumstances change.

People who feel valued are more likely to remain engaged, even when their organization is facing challenges.

Looking out for each other is not simply a nice thing to do. It is part of creating a resilient organization.

That does not mean employers should avoid difficult decisions when circumstances require them. Businesses may need to reduce costs, change operations or restructure.

Those decisions can be necessary, particularly when economic conditions are challenging. But even when the decision itself is difficult, the way people are treated remains within our control.

We can communicate clearly. We can be respectful. We can recognize employment decisions affect real people and families.

We can give employees as much information as we reasonably can and avoid creating additional uncertainty through poor communication.

Focus on what you can control

There is a lot in the world right now that we cannot control.

We cannot control international trade negotiations, political decisions or the direction of the economy.

We cannot know exactly what the next year will bring. But we can control our own corner of the world.

As employers, we can create workplaces where people know what is happening, where questions are welcome and where employees are treated with dignity.

As managers, we can pay attention to the people we work with and recognize when someone might need a little extra support. As colleagues, we can be thoughtful about how we speak to one another and offer help when we can.

These actions will not change a trade agreement or solve economic uncertainty.

But they can make our workplaces stronger and make difficult periods a little easier for the people who work in them.

When so much feels outside our control, perhaps one of the most useful things we can do is focus on what is within our reach.

We can choose to create workplaces where people feel respected, informed and supported.

We may not be able to make the world feel more certain, but we can make sure the people around us do not have to face that uncertainty alone.

Tory McNally, CPHR, BSc., vice-president, professional services at TIPI Legacy HR+ (formerly Legacy Bowes), is a human resource consultant, relationship builder and problem solver. She can be reached at tmcnally@tipipartners.com