Control the Controllables | Part 2: COVID19

by Joshua Guest

The last time I wrote a blog about this subject, the country was under a blanket of freshly fallen snow. At the time, the 'beast from the east' was causing carnage across the country. From a recruitment perspective, the impact was short and sharp and although it was a disruptive moment in time, it was just that - a moment in time. When viewed through the long lens, it was merely a blip on the monitor.

The current situation is significantly more far-reaching and long-lasting, or at least it seems that way as we sit here in the middle of it all. 

Already the Coronavirus has swept the globe, infecting millions (and millions more that haven't been tested) and killing thousands. The virus has forced people indoors, closing down businesses large and small and turning cities into ghost towns. On Sunday the queen made a rare address to the nation and the prime minister was admitted to hospital (and then to critical care). COVID19 really has tested government and national resolve in ways never seen before in peacetime.

Because of this upheaval, the population has been forced to adjust everything that we have always known, from our working practices and expectations to our family regimes and dynamics to what we consider to be most important to us all. For some, this change has been positive in a lot of ways (allowing us to spend more time with our family's and really focus on our health) but the same cannot be said for all. 

Whilst we can be optimistic that the period of uncertainty should last no longer than three months (give or take), the impact of the coronavirus will likely be felt for much longer than that - both economically and emotionally.

In times of great uncertainty such as this, it is important to focus on those factors that we are able to control. 

During the last few weeks I have been in contact with many people; sales representatives who have been furloughed or made redundant, nurses who are overwhelmed with the gravity of the task at hand and directors who are facing a future of great uncertainty (and in some cases no future at all). Many people are feeling uncertain about many things.

I feel very lucky to be in a company where the ability to control my future is still in the hands of myself and my team. So far everybody at RMG has pulled together well and adapted to a new way of working with fantastic attitudes. Whilst our working patterns have changed, our focus remains the same, to add value to our clients' organisations, and we have tried our hardest to do this when our clients need it most. To do this we have had to focus on affecting matters that we can truly influence, such as communicating effectively, regularly and honestly with our clients and candidates (and each other), setting clear and achievable objectives daily, delivering on those objectives, remaining positive and being tenacious in our search for solutions. Being in control of these small elements has allowed us to navigate some of the chaos that surrounds us and has allowed us to remain productive and positive and I hope that, by staying in control, we will navigate our way through the present situation to a positive conclusion.

Good luck to all and stay safe.

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