Change as normal, then fast forward - to change during the pandemic...  

A short blog based upon reflections from the result of analysing an employee survey. 

Employees have been known to thrive on change and do better for being part of changes that impact upon them. Usually, after a short period of assimilation and understanding, they begin to see it as the norm. As adults, we've learned to change and evolve. We just need to be treated as adults!   

However, we never expected the pandemic! Across the globe, organisations wondered how long this would last.   

For certain, it’s resulted in the most rapid transformation of the workplace we could ever expect. Working from home has become the new normal, and we’ve gone from digitizing the relationship between firm and customer to digitizing the relationship between employer and employee. 

There was very little any organisation could do about the pandemic. For leaders who’ve worked to develop an intentional change mindset, it’s been a learning curve. While beliefs about involvement and empowerment haven’t shifted, those leaders who’ve helped to build a learning mindset with their teams have a better chance of adaption and survival. 

Transparent Communication Wins Every Time 

The more a leader behaves transparently, the more likely employees will use positive coping behaviour. This enables employees to deal with situations head-on and actively pursue solutions. Conversely, less communication and imposed change promotes escapist coping behaviour, i.e., avoiding issues or detachment from stressful situations. If you notice unusual behaviour, take time out to talk about what's going on behind the scenes.

Avoid packaging a negative change as beneficial 

Don’t expect employees to accept change as positive, especially if it changes roles and responsibilities unnecessarily.There are often consultation periods to consider if there is going to be redeployment activity or aspects of change that could impact terms and conditions, and legislative rights. Leaders need to be change-savvy, obtain appropriate HR advice, and they need to know the best and right way to make effective change. There's also the matter of packaging change as a "done deal". That's not going to lead to employee engagement. Share what you can, when you can.

Sentimentality is Real

As we experience change, it’s important not to be too sentimental about what has always been, and to let go of processes or aspects of the business culture that no longer support its vision or priorities. Leaders need to be able to coach around this. It’s a part of letting go, grief even. Have a look at the change curve below to make sense of the change stages.  Don't forget; it's a wholly personal experience, so don't adopt a broad brush approach or be judgmental when supporting employees. 

Energy Replenishment is Critical

We know a little more now about the pandemic and how it can make use feel. Much of this boils down to what we can, or cannot control, and an acceptance that some days will be worse than others. I think there’s a lesson here, about being less harsh of ourselves, lowering our expectations, and accepting that down time is needed to replenish energy.  

In all of this, there's hope that there will be a recovery at some point soon. We have no idea what the world will look like in 12 month's time. If the virus changes or mutates, then it may be around for longer than we plan. All we know is that change in inevitable, and we all have to learn to live with it.

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