It goes without saying that the pandemic has been a massive upheaval for every one of us. Whatever we’ve faced, it’s been hugely disruptive – and that constant ‘upending’ is still continuing. We’re all having to make decisions without all the facts we’d usually have (and that includes organisations) in a world that still feels slightly chaotic and keeps shifting.
With this backdrop, many organisations are on track with plans for office-based teams to return to the workplace. Many of the plans I’ve heard are around the practical and physical aspects; desk layouts that allow for physical distancing, how ‘hybrid’ models might be used where people will have some time in the office and working from home and others are putting remote working in place for the longer term. Cleaning, sanitising and staying physically safe are high on the list.
This is creating some certainty in a completely new landscape for all of us and, to a degree, feels like it can help to reduce anxiety as well as of course, trying to keep us safe. We’ve never had to go back into the workplace after the peak of a pandemic and we’re rightly focusing on the things we can plan and control. But we do need to bear in mind the emotional impact of the changes people been through – and what that might mean in the short and long-term.
As in any big change, we’re all responding uniquely to what’s going on for us. No two experiences are the same. Unlike any big change however, this has been something extraordinary which I believe has fundamentally changed things for many of us.
In the short-term, things will be very different: potentially having to wear a mask to travel to work; making sure we stay distanced and maybe having to mix up working in an office and at home. The heightened awareness we have trying to stay more physically safe than usual can use up more energy. As many of us learned during the lockdown period, new and different (and uncertain) things use up energy which can get drawn from our productivity, motivation and concentration.
So, what might leaders, who may be grappling with some of these challenges themselves, need to keep in mind as they face all this? Here’s a few thoughts.
Communication is still key – and keep listening
Throughout this crisis, I’ve heard some cracking stories of organisations where leaders have been very visible: not just sharing video updates for example but asking questions and listening (good practice, pandemic or not). There has been some great, open and empathetic communication happening in organisations over the last few weeks. Making sure this continues and is shared can help encourage a positive culture as things progress. A caveat here – many leaders have been ‘on’ for weeks, trying to juggle priorities and keep their businesses going. If that’s you, then looking after yourself will be as important as looking after your people if you’re going to be in this for even the medium-term.
Empathy, compassion and staying flexible
There are typically different types of communication approaches that come into play, depending on where things are in the change process, for example, straightforward information to explain the ‘why’ of what’s going on. Nothing in change is linear and you will need to keep adapting your communication approach as things progress. Regardless of this, empathy and compassion will be needed across the board, wherever you are in the process. Make sure line managers are equipped with the communication tools they need and have access to the right information and support. And keep communicating – even if you don’t have all the answers, don’t let that get in the way. Tell people if you don’t have the answers but give an idea when you might be able to share an update.
Be realistic
Some people love being in an office – they like the banter, the ‘learning by bouncing ideas around’ and can’t wait to get back. Others are relishing an unexpected and new-found joy in working at home and feel safe there. The reality of any return will be tricky whichever angle you take. The office space may not be the collaborative, buzzy place that people left, at least in the short-term. More space, fewer people, less noise. People might miss colleagues who are not there. They might be anxious about what’s next. Be realistic in how you talk about this. And a personal bugbear - try to avoid the phrase ‘new normal’. I don’t think anyone wants to hope that this is going to the norm for the long-haul.
There will be so many different perspectives - the reality will be different too
In any communication planning, we consider our audiences - what their concerns might be and what they may need and want to know. The challenge at the moment is the number of different perspectives our audiences could have that we’ll need to bear in mind. Some of these are practical - people have been furloughed, others have had to work many more hours, many are still juggling remote schooling and childcare. And, there are emotional considerations too. Some may be suffering bereavement, missing colleagues who are not in the office, through different work patterns or redundancy, and others will be preoccupied with their job security. And there will be many more to add to the list. Just being aware of this can make a big difference in how you lead and communicate.
Five things to bear in mind as we go through the next phase
1. Remember that change is a process which we have to go through. It’s not linear and we’ll all keep bouncing back and forth between different phases.
2. Don’t just battle on if you need help. If you don’t have the right support inside your organisation, then look for it outside.
3. Expect the unexpected. We’re now entering a different phase which will present different demands and we will all respond in different – and sometimes surprising – ways
4. We’re all human beings, going through something unique which has impacted us all. We’ve all been working through this the best we can, and we’ll no doubt carry on doing that
5. If all else fails, remember empathy, kindness and compassion and you probably won’t go far wrong
This has been one of the weirdest things I’ve ever experienced. I’m still pondering how this enforced hibernation is going to affect us all over time. We’re all human: bearing that in mind as we go through the change and transition that the next few months will present will be key in helping people through what will undoubtedly be more uncertainty.
If you need support in navigating the people side of the workplace return from either an individual or organisational perspective, give me a shout. I’d love to hear more.