When your team struggles with return to office: 5 things to keep in mind
We are now in an interesting time. We are seeing some success with vaccinations while other parts of the world are struggling. We don’t know whether to breathe a sigh of relief, stay silent in prayer for those who can’t or somehow do both.
What I do know is everyone is exhausted. Things may be opening up or already have opened up in your area of the world but some of us are uncertain about what to do and how much to do. Do I get on public transportation yet? Do I venture to the office? What will I find there? Is my team ready to go back to work or are they hesitant? Will I be required to return to office and, if so, every day or just some days?
I used to think when we were finally able to return to our offices, we would all run into the streets, don our dress clothes and laptop bags and get back to the hustle and bustle of the work day with open arms. I thought everyone would be so sick and tired of being stuck in their homes and makeshift offices that they would be thrilled to get back to their office buildings.
Guess what? I am finding this is not the case. Not only are some people loving the life balance they have achieved by re-purposing their commute to exercise, reading or family time but others are finding they are more productive without the distractions of the office. While still others are, shall we say, a little freaked out about going back to the way things were. People are unsure how we will handle packed elevators, how our desks be positioned, and if there will be a place that we can work in comfortably without worrying about a sneeze or cough of someone near me.
Our mindsets and tolerance for risk has changed a bit. I know some people who are eager to flip a switch back to mid-2019 while others are too afraid to travel too far or lose their mask even if they are vaccinated. There is no right or wrong here. People feel how they feel. People may be anxious, cautious or stressed out about the ask to return to office. As a manager, it is important to realize that return to office may not be a welcome phrase.
All organizations who employ knowledge workers are trying to figure out the right balance. Leaders feel people have been productive in these times but also feel by not being together, collaboration has waned and innovation stifled. There are great reasons we need to interact with people face-to-face; there are also good reasons people can be independent and working remotely.
My hope is that organizations make good decisions based on work requirements and, where they can provide flexibility, they do to accommodate the lifestyles and feelings of their workers. As managers, we may not have direct control or influence over some of these decisions. In any case, there are a few things we can do to help our teams (and ourselves) navigate these uncertain, exhausting times.
Get to know how they feel.
Being a manager can be a tough spot because you aren’t really your team member’s friend. I know, I know. Many of you will say that you are friends. While that might be true to a point, you are also their manager and have some responsibility for providing feedback, coaching and support. Regardless, have open conversations with your team about this topic. Find out what their preference are. You may not be able to give them what they want. For example, if someone wants be 100% remote forever, that may not be possible based on organizational policy. But, if they want flexibility, find out why. Is it productivity? Is it family time and balance? Is the commute too much? Are they freaked out about people getting back together? Try and pinpoint their special needs and seek to understand.
What’s next? You guessed it…have some empathy.
I never get political in my posts and I won’t start here. This pandemic and our reactions to it have been quite varied. Some people are getting vaccinated while others are choosing not to. Some wear masks everywhere while others disagree with their efficacy. I am not here to judge or say what is right. As a manager, some of these topics may come up and it is not your position to judge either. Some organizations may have rules around these items. I haven’t heard of businesses requiring vaccines to enter buildings but that could change. Certainly wearing masks may or may not be required. Your job is to seek to understand your team member’s feelings, have some empathy even if you don’t agree and help communicate the why behind company policies. Don’t get caught in political debates. This is a lose-lose scenario.
Give them some space.
Right now, we are exhausted but anyone can do anything for one year even if we don’t like it. When you get beyond a year, people get itchy, de-motivated, de-sensitized and feeling, well, blah, angry or depressed. Many of us have been working at a speed I have never seen before. We are productive beyond imagination and we are killing it. There comes a time where that level of work can start to wane. We can’t sustain the pace and change we have been living. Give your team (and yourself) a break. People need a breather and some space and time to adjust. Remember: We didn’t really have time to adjust last year when everyone had to dump their desk and go home. It might be time to step back, take a deep breath and re-group in a few weeks. It’s okay to take some time to rest and re-focus.
Focus on fewer things.
I have seen a lot of juggling going on in the last 1 1/2 years. I am actually awed by how much many of us have been forced to manage without warning. Right now is a time for focus. One thing we can do as managers is limit the number of balls in the air at work and focus on key initiatives. You may say there are 12 things that HAVE to get done. Challenge yourself to prioritize. What are truly the must-dos for growth or efficiency and bring the teams together to focus on those things. There are always opportunities. Every manager, including me, has a whiteboard of a list of projects and problems they would love to undertake to make a difference. Pick three and focus the team to work together to see some success. Assigning all 12 is too much right now. Less is more is almost every situation especially now.
Promote resources and connections.
If people are really struggling, help connect them to corporate resources, which can be an Employee Assistance Program with formal resources to help someone manage stress and anxiety. Helping can also mean be recommending a Wellness course or webinar, forwarding tips on staying on focused, making time to talk (and listen) about their specific workload and coming up with creative solutions to prioritize and balance work, or connecting them with a support groups or affinity groups within your company. If you don’t have affinity groups, sometimes called employee resource groups, start this effort. Building communities within organizations is vital right now when people are so disconnected. Have group conversations about return to office and encourage sharing around this topic. As a manager, you never have to have all of the answers. Learning from and sharing with peers can be the most powerful and effective way to solve problems and try new tactics. Our job as managers is to enable this and make room for employees to engage with groups.
As we all learn more and more about what returning to an office looks like, our opinions may evolve. Fears may get quelled, hesitancy may convert to eagerness, remote work may change to flexible work. As we all figure out how to define work and where work happens, keep people’s thoughts and feelings top of mind.
We are weary. We may even be overwhelmed. We are going to be asked to make big changes yet again. Have empathy, connect communities and lessen the demands where possible. Help your teams focus and breathe. Help yourself to do the same.