HR Asia — January 2018

I

n my work around the world,
I hear a lot of frustration as
people, leaders, and managers
face signifi cant industry changes
and work harder than ever —
frequently, they are frustrated because in
the past, bad decisions were made at their
organizations and they feel they are taking
the brunt of those poor decisions.
For instance, in one bank that I know
well almost every part of the business had
a great year — except the division that
lost billions of dollars and negated all of
the other divisions’ success. This made
life very tough for the employees in the
successful divisions. So, what can we learn
and how can we grow from adversity?
One of the most common
characteristics of successful people is
that we have a very strong “internal locus
of control.” In other words, we believe
that our success in life is a function of the
motivation and ability that we bring to the
world. Less successful people tend to see
success as a function of external factors —
or the environment.
Normally this belief in our control
over our own destiny works in our favor.
It makes us motivated and encourages
us to build our skills. It helps us take

responsibility. (It also keeps us from

wasting money on lottery tickets!)

When negative environmental factors

impact our success, our strong internal

locus of control makes it hard for us to ac-

cept the reality of the external environment.

We begin to get angry because “It isn’t fair,”

and we ask questions like, “Why am I being

punished for others’ mistakes?”

I cannot help any company get back

the billions of dollars it has lost. And I

cannot help individuals get a bonus or save

their valued staff members. I will try to help

you make the best of the situation. My

suggestions are:

1. Realize that we all make mistakes.

The individuals who made bad

decisions — or their bosses — are

just humans. Historically, these people

have made some very good bets.

Recently they made some very bad

bets. You don’t have to love them, but

just accept them for being who they

are. Carrying around anger directed

toward your fellow employees does

not help you, your company or the

people who work with you.

2. Forgive yourself. You are an adult. You

chose to work with this company. In

L E A D E R S H I P

NAVIGATING ADVERSITY

AND CHANGE

a way, you made a bet. Sometimes

our choices don’t work out as we had

planned. This does not make you a

bad person — just a human being.

At a deeper level, the person you are

really mad at may be yourself. Don’t

be personally ashamed because your

company has lost money. While you

can own your own performance, you

can’t own the performance of people

who you do not control.

3. Reassess the situation. One of

greatest challenges for investors

is to learn the meaning of “sunk

cost.” What’s done is done. Let it go.

Objectively reconsider your situation.

Given the world that exists today,

do you want to stay? If so, make the

best of where you are. Do you want

to leave? If so, begin searching for

another job.

4. Remember your deeper mission in

life. Behave in a way that optimizes

benefi t for yourself and the people that

you love. Don’t cut off your nose to

spite your face by letting your anger

override your logic. I have seen many

otherwise smart people make stupid

decisions when they were angry. Don’t

let this happen to you.

By Marshall Goldsmith

I N D E P T H