Image by Glen Carstens-Peters via Unsplash
In the adrenaline rush of crisis, we’ve seen some remarkable examples of adaptability, resilience, compassion and innovation in all areas of our work and life. We’ve also surfaced some deeply troubling aspects of our systems and our society, forcing us to confront our ignorance and challenge our intentions. We’ve become undeniably conscious of what’s possible, which could (and should) drive change in ways we haven’t seen before.
As we shift out of crisis, it’s not simply a return to work but a chance to "reboot" our businesses and workplaces. Many of us are wrestling with some common questions:
How do we support and balance the needs, safety and success of our employees and our customers?
How can we embed the positive changes and experiences into our work going forward?
How do managers keep their teams connected and effective when returning to unusual working conditions or virtual work that’s indefinite?
How can organizations build culture virtually and innovate to thrive in uncertainty?
It is when we are in transition that we are most completely alive.
~ William Bridges
This has been a clarifying time for leadership and HR teams working without a playbook, turning to underlying values, beliefs and culture to guide rapid decision-making and build entirely new models. When we work fast, we tend to find comfort in command and control approaches, but as we figure out what’s next we’ll need collaborative approaches to generate the creativity, responsiveness and innovation necessary to sustain our health, businesses and economy. We won’t be able to rely on past policies to tell us what to do and the external measures that defined our success may no longer be relevant as we start to see the wider impact of our situation.
Leaders and teams need different skills to navigate the way forward.
People managers will need to engage in a different way with their teams, with deeper connection, trust and empowerment. Organizations will need to redefine the employment relationship, and how different departments work together as we see a significant shift to a more human-centred and employee-driven dynamic.
In a recent post, HR industry analyst Josh Bersin shared valuable insights from his research during the crisis and about remote work in particular. He identifies how critical it is for people to feel supported with their mental health, the power of open conversation with colleagues and especially direct 2-way communication with their managers. We’re discovering that while this situation has been harrowing, it’s also uncovering what’s possible, what’s important and what opportunities we have for what Bersin names the big reset.
As businesses and teams transition to the next phase and continue to adapt their workplaces in ever-evolving conditions, there are key areas managers can focus on to effectively lead out of chaos, into clarity and recovery.
Specifically:
Restoring and redefining team relationships and expectations
Addressing emotional realities and enhancing emotional effectiveness
Cultivating curiosity and engaging in deliberate conversations
Building agility and adaptive mindsets
Over the next few posts, we’ll be exploring these areas in more detail, providing insights, tools and practices to help managers and their teams amplify skills and cultivate behaviours that will prepare them to navigate transition, chart the path forward and create something better and brilliant together.
We offer unique programs to help teams navigate change and build better behaviours together. Let’s start a conversation to explore how our work can help your teams be ready for what’s next.