The pandemic changed the way we work in very profound ways. Some people immediately became remote workers, navigating the challenges of blending their home and work lives. Others kept reporting to their place of work, facing multiple concerns from safety to new demands and ways of working.
Facing these changes and challenges was no small task. They changed us in a number of ways. As vaccination rates rise, mask requirements are dropped, offices open, and life begins to look a bit like it did in “before times” in much of the U.S., it’s time to think about what’s next. We risk losing some valuable shifts if we don’t move forward with some introspection.
PROTECTING YOUR WORTH AND WELL-BEING
Going through the pandemic has been like “life boot camp,” says speaker and podcast host Luvvie Ajayi Jones, author of Professional Troublemaker: The Fear-Fighter Manual. Being forced to slow down showed many how burned out they were from the frantic pace of work. It also formed what people need to feel supported and valued. And they demanded those things. “People have started asking for more in the workplace, whether it’s more money, a title change, or generally advocating for ourselves and taking action to fight fears that have held them back from getting what they want in the past,” she says.
SHOWING VULNERABILITY
When you’re in the middle of an important videoconference and your dog barking or there’s household chaos in the background, it’s hard not to feel a little bit vulnerable. That vulnerability can lead to connection. When you allow yourself to open up to someone else, you build stronger relationships. “So if you’re willing to let me in a little bit on what’s going on for you, then you’ve taken that risk, then I’m more likely to reciprocate,” she says.
Robin says that, for some, the structured nature of videoconferencing has made it difficult to cultivate those close relationships that happen in the office, but she hopes that we’ll get better at it in hybrid workplaces. The next time the kids are screaming in the background or the cat jumps into the Zoom field, use the opportunity to connect. “Say, ‘Oh, man, you have a cat. I do too. My cat’s been the source of so much comfort to me,’” she says. “Disclosure begets disclosure.”
The resilience so many have shown during the pandemic is something that shouldn’t be forgotten, she says. “Let’s hang on to that knowledge and let it inform us in making more courageous choices to step outside our comfort zone in service of deeper, richer relationships and a more meaningful life,” she adds.
INCREASING TRANSPARENCY AND HONESTY
The word “unprecedented” became cliché when describing the pandemic. So many changes were happening quickly and making employers more transparent, consistent, and detailed in communications with employees than many had in the past. Employers need to stick with those open communication practices as employees return to the office.
As more people work remotely, transparency and honesty will be even more essential to lead. “The pandemic has shown that many roles don’t require office presence, and some employees prefer their flexibility as long as healthy time boundaries are maintained. If employers want to stay competitive and continue to attract high-quality talent, honoring employee well-being will continue to be necessary.” Employers who ignore those needs risk losing their talent.
PRIORITIZING HUMANS
The gravity of the pandemic and its associated risks shifted many leaders’ perspectives to be more human-centered, says Christie Smith, senior managing director, global talent & organization/human potential leader with Accenture. “I think that there has been an intimate association with humanity, and truly, life and death. We continue to struggle with that,” she adds. To continue operating, organizations needed to shift their focus to employee needs. Accenture’s September 2020 Net Better Off research report found that when organizations meet six fundamental human needs–emotional and mental, relational, physical, financial, sense of purpose, and employability—employees tend to thrive.
Through supporting their teams during the pandemic, modern CEOs got a better sense of how critical meeting these needs are. “Mentally, these leaders now own the human agenda, not only within their organizations but within their customer group in the communities in which they live and work. And I think that that’s been a dramatic, positive shift,” she says.
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