Image by Thom Masat on Unsplash
We’re wrapping up a year like no other. From various reports, clients and colleagues, and my own experiences, I find an eerie consistency in the challenges we’ve had regardless of industry, organization, or team, and they’re rooted in the foundation of our human relationships. It’s never been more clear that our sense of connection is vital and holds us steady in the storm– whether at work, at home, or working from home!
We’ve also experienced both the promise and the perils of technology. We’ve made an inconceivable shift to remote work and online services. But for many, it’s altered working conditions indefinitely, and changed the experience of work dramatically. Leaders are experiencing these shifts too, with lots of people looking to them for answers and expertise.
We’ll see lots of data in the months and years ahead and likely many new trends, technologies, and transformations. While we must continue to make the most of these new opportunities, we have to acknowledge that we also have some cracks in our foundation that need tending.
The pandemic has highlighted gaps in our organizations, especially around clarity, trust, recognition, equity, and inclusion. Many employees aren’t getting the basic conversations, or clear direction they need to feel safe, connected, and focused. This contributes to burnout and will have long-term effects on mental health, well-being, and organizational success.
Leaders and managers have a responsibility for creating and sustaining the relationship their employees have with their workplace, and making it a healthy one. As we rebuild and reform our workplaces in 2021, we can focus on three elements to strengthen our foundation:
Actively Caring
Leaders and organizations need to demonstrate they care about people as human beings, not just as resources. This means going beyond policies to really see people, and being willing to take action to support them. As leaders we need to show compassion, not only having empathy but putting it into action by:
Re-calibrating – having goals can keep us focused but they may need to be adapted based on current realities. We need to adjust standards, making sure they reflect actual working conditions, and our human situation.
Pushing back - having the confidence and courage to advocate for our team, re-prioritize work and doing what we can to minimize unnecessary activities or demands on our people.
Creating space - going beyond permission, and intentionally creating actual time and space for focused work, and activities that support well-being.
Being considerate - of individual needs and situations when making decisions and implementing change. Don’t assume all needs are the same – seek input and get creative with alternatives.
Clearly Communicating
When we’re in crisis mode, feeling confused, or overwhelmed, it’s challenging to communicate! Especially if we don’t have the answers. As leaders, our job is to figure out what and how to communicate, even when we’re stressed and don’t know what to say. Sharing how we’re getting information, steps we’re taking to figure things out, and how it links to purpose and values can go a long way to keeping the team’s trust and creating a sense of stability. Communication is most useful when it’s:
Creating clarity – helping people know what’s important, and why, helping them to know where to focus, what to make a priority, and what to let go of. This needs to be an ongoing process as things change.
Frequent and functional – have a regular cadence for communication that people can count on, with messaging that anticipate questions, helps people feel prepared for challenges they might face, and sets expectations based on the most current information.
Direct and 2-way – there’s compelling research that indicates what people valued most this year was direct 2-way communication with their manager (vs. surveys and questionnaires). The opportunity to openly share thoughts, and get feedback directly has huge impact on how people feel about work.
Recognition and Feedback – this is critical especially in difficult times. No matter what type of person you are, at some point EVERYONE needs to know that the effort and energy they put into their work is seen and appreciated, that someone noticed and it matters. It can be as simple as a high-five, or as profound as an award. You can, and should, find a way to recognize daily.
Intentionally Connecting
Connecting is different than communicating. It goes beyond information and taps into shared experiences, feelings, and sense-making. This is critical for finding purpose and inspiration in our work, and building wholehearted commitment and trust. Connecting is about:
Human to human - going beyond the weather, or the to-do list to have deeper conversations and really listening to understand. It’s authentic, and curious, helping you learn more about each other’s lives, and loves.
Creating conversations - opportunities for you and your team to explore questions, to better understand the way each person thinks and views the world, to create meaning, and discover how their work fits into the bigger picture.
Safe & supportive – acknowledging unique experiences and realities, embracing different ideas, helping individuals feel included and connected in the way they need.
Working through vs. working around issues or conflicts –noticing tension, calling it out, and making time to have direct conversations about what to do about it. (The model I’ve developed for this is the Notice, Name & Navigate approach)
These core leadership and team behaviours of caring, communicating, and connecting are central to our relationships, and fuel the work we need to do together. As we plan the year ahead let’s make sure we capture the learning we’ve gained in 2020, and intentionally focus on the elements that keep our team and organizational foundations strong.