AS AN employee, it is easy to predict your path when the company is doing well.

It is also easy to face facts and start redirecting your energy when you know your organisation is on the brink of collapse.

The tricky bit is when you are part of an organisation that is neither here nor there.

As your company adapts to fit a new mould dictated by changing industry dynamics, you see no reason to give up on your team.

But you also find yourself wondering if you’ll have a job to go back to the next day.

There are a few telltale signs that an employee in any organisation undergoing drastic leadership and structural changes can look out for to get a fair idea of his future with the company.

These also shed light on how the actions of the leadership team are interpreted by employees during times of change:


Acknowledgement of existing issues

If you are invested in your current role and organisation, you will be looking to your leaders to anticipate the impact of upcoming transitions and prepare the company to deal with them.

What doesn’t inspire much confidence and should raise some alarms is if, as mid-level or junior staff, you are able to recognise potential issues while management carries on like it is just another day.

If the business is about to take a hit, the best thing leaders can do in today’s market environment is to give their teams as much of a heads-up as possible.

So if your leadership team has a serious case of denial while you have a high definition view of doomsday, it is time to see what else is out there for you.


Strategy and tactics for the next six months

On the other hand, your management is on the same page as you and doesn’t look at you like you are crazy when you talk about potentially worrisome developments in the near future.

Once you have talked things through, the next step is to figure out specifics.

Are the leaders making sweeping too-little-too-late vision and mission statements or are they laying out an actionable plan for the next few months?

See if they are moving beyond just talking about the issues and making it a priority to address immediate staff and business concerns.

Granted, reinventing a business requires a lot of work before you actually start seeing positive changes, but there are certain things that can be decided on quickly and can put your mind at ease.

Try and source as much information as you can about immediate manpower strategies, the new business pipeline, bandwidth mapping and re-allocation and monetary investment sources to support a six-month (or longer) recovery plan.

This should give you a fair idea of the state of affairs to help you decide whether you should roll up your sleeves and commit to a reinvention or throw in the towel and lower the lifeboat.


The boss’s attitude and commitment

The most important quality any employee can possess during tough times is an ability to read people.

It helps you to cut through the generic “way forward” messages and recognise genuine intention.

Has your new team leader  taken the time to study the business?

Does he have an understanding of the work put in by members of the team and their key areas of focus?

High turnover at the top level is tough to deal with.

Having to introduce yourself to a new member of the leadership team every other month is disheartening. But be patient and see if they make the effort to catch up.

If they do their homework before having that first introductory chat with you, take it as a sign of a sincere commitment to you and the business.

Additionally, see if the company is moving forward as a collective.

If the door is open for you to walk in and contribute and be privy to key decisions, or if you have a seat and a voice at the table, you should be very excited about the opportunity to be a part of what could, in retrospect, be a key milestone in the company’s history.

A supportive and transparent management creates a healthy work environment and is sure to keep you motivated.


Article by Shruti Soni, a public relations manager based in Singapore who has worked in key Asian markets including Australia, Hong Kong, Malaysia, Singapore and Thailand. E-mail: