By Jim Frawley
Workers across the globe are biting fingernails and fighting restless leg syndrome as we anxiously follow the evolving state of the U.S. economy. Many of us are fearful and curious about what any change, small or large, might mean for the bottom line of our respective organizations and the bottom line of our respective personal finances. Interestingly enough, while the term “economic uncertainty” has become a staple of modern language, the U.S. economy remains relatively stable, with demonstrated GDP growth and low unemployment.
Yet over the past two years, companies have been periodically cutting employees. In December, Spotify announced company-wide layoffs. And companies like Google and WeWork have already laid off workers this year.
Now, theorists are trying to better understand the current confusing economic climate. Are these layoffs corrective action after a period of unprecedented growth and impulsive hiring? Are leaders making aggressive budget cuts in fear and anticipation of an economic downturn? Has AI entered the chat in such a profound way that it has made certain roles obsolete?
Regardless of the hypothesis, one thing is certain: Many employees are silently grappling with the question, “Am I next?” This anxiety makes now the perfect time to take a closer look at the term “economic uncertainty” and identify exactly how it impacts individuals. I’d argue that a more meaningful phrasing is “work uncertainty,” which names the pressure we all feel about our daily circumstances and how we may be impacted. In this case, the task at hand then becomes how we articulate our individual value to ensure that we remain relevant amid all of this ambiguity, uncertainty, and change.
Worrying about ambiguous states of affairs, i.e., “economic uncertainty,” distracts us from our individual ability to focus and start with the things we can control. Yes, the context of work is changing and will continue to do so. What differs today, however, is that technological influence changes the questions leadership asks about their people in an effort to innovate. This leaves employees with an unspoken but critical task: effectively demonstrating the value they bring to the company at large.
When it comes to strategically articulating value, there are two primary areas of focus: a person’s own perceived value, and the value a person brings to their organization.
As a first step in identifying value, I encourage my clients to shift perspective and look critically at their work in order to pinpoint accomplishments that resulted in notable feelings of pride and fulfillment. This takes time and deep consideration when it comes to our work given that a large percentage of employees spend time executing obligatory tasks that bring about feelings of frustration or monotony rather than inspiration or reward. Effectively, what have you done that you are proud of?
When doing this exercise, you should identify work you do that you feel is purposeful and work that is useful to your organization. Unfortunately, it’s not solely a matter of purpose when it comes to a person’s workplace value. However, pairing “purpose” with “usefulness” is an important intersection that helps employees avoid getting trapped in a cyclone of resentment and irrelevance. Ask yourself: What work are you doing that you find meaningful, and is simultaneously useful to the company? Oftentimes the skills or achievements we value the most also set us apart from other individuals within the organization.
Honing in on the aspects of our value that prove useful is the first step in effectively translating that value to the stakeholders of an organization. Most businesses exist to make money, so every employee’s contribution should, in theory, help drive the bottom line. Therefore, to demonstrate value workers should show how they are executing the primary roles and responsibilities of their job title, and in doing so, meeting or exceeding the goals and expectations of that job.
Value comes in many forms, and an employee’s value is more palpable when there’s clear execution that drives measurable outcomes. The responsibility of noting and communicating those outcomes lies heavily on that individual. There will be opportunities to communicate impact as a result of work and effort to a superior or internal decision-maker, so maintaining awareness of significant results is crucial—whether they be qualitative or quantitative.
It’s no longer sufficient to be an “idea person” or a mere “taskmaster.” When working to prove value, employees need to take action, and quickly, in order to show proof of value in their work. The way many organizations see it, companies pay employees for their time, and in exchange, should receive creative output that brings a return on the investment.
The days of merely taking orders and struggling to go “above and beyond” are over. The most effective strategy that employees can take today is focusing on work product and embracing a pride of ownership.
Of course, doing this work is a constant process, and changes as you move through an organization, but the foundation is the same. Demonstrating success and advocating for yourself are vital steps to take in a constantly changing work environment.
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