As remote workers are being called back to the office here in the U.S., many are experiencing a reverse of the identity crisis we collectively experienced during the early days of the 2020 shutdown. Whereas when offices shut down we felt our routines being abruptly disrupted, now we have the opportunity to intentionally re-enter our post-pandemic work lives.
It’s time for leaders to consciously decide how to make re-entry as smooth as possible for their employees. And if it sounds like I’m asking you to come up with a strategic plan, that’s because I am.
See, re-entry is not something to be taken lightly. You can’t expect your team to go from languishing to flourishing overnight just because they’re back in the office. But if you send a message of realistic optimism. If you make it clear that this is a time to reset and build our future together, with time, you will see a new, stronger team emerge from the pandemic ashes.
So, let’s discuss your triumphant back to the office strategy.
Reconstructing How Work is Done
Despite all the challenges of figuring out how to juggle childcare while working and creating healthy boundaries around work, surveys show that most people enjoy working from home. A McKinsey study from June 2020 found that 80% of workers enjoyed working remotely. And while many now prefer to have the option of returning to the office, there’s still a strong preference (55%) for working from home at least two or three days a week.
The pandemic forced the question: is this really how work should be done? And leading organizations are taking this question seriously. They’re questioning assumptions about what employees need to do their best work and re-examining the role of being together in the office.
There’s, of course, no one-size-fits-all answer here. Reconstructing how work gets done will look different for every organization. this is about achieving your business and cultural outcomes.
Get your managers and teams together (you want a diversity of perspectives!) and have a discussion around the following:
- What are the most important systems and processes for each major business, geography, and function?
- How can you boldly re-envision each of these systems and processes?
- How does being physically present in the office enhance professional development?
- How does being physically present in the office push a project forward at different stages? For example, previously, a business unit may have generated new ideas by convening a meeting, brainstorming on a whiteboard, and assigning someone to refine the results. A new process might include a period of asynchronous brainstorming across a digital channel, like Slack, followed by a multi-hour period of debate via video conference.
- What values, practices, interactions, and rituals most promote the culture your organization wants to develop?
- What suboptimal habits and systems can you do away with completely?
Of course, reconstructing how work gets done at your organization is no easy task. Undoubtedly, tough choices will arise and leaders will need to be empowered to make decisions that move individual business units and businesses forward.
In addition, it’s important to recognize that permanent change requires strong change-management skills. Both leaders and workers need to maintain a level of flexibility that allows for pivots based on what’s working.
The good news is that if you hit a home-run here, you will achieve the culture you’ve always wanted: an environment where everyone feels safe to enjoy their work, collaborate with their colleagues, and achieve their personal goals while achieving the organization’s objectives.
How to Hit a Home-Run:
1. Have a Reboarding Plan
Once you have gathered together your team to envision the future, it’s time to make that vision a reality. So, you’ll want to treat this return to the office like you would treat a merger or an acquisition or a new product launch.
Yes, making sure your return to the office is triumphant and not tragic is all about having a solid reboarding plan. First, consider how you do onboarding. Typically, this occurs at the very early stages of employment. But forward-thinking companies view onboarding as a strategic process that filters throughout an employee’s experience and can be leveraged at any point in a person’s career with the company.
This is where reboarding comes in. After a big transformation, like returning to the office following a pandemic, it’s time to reintroduce employees to policies and procedures that they may have let slide in various ways. It’s also an important time to introduce any new policies and procedures.
If you take a people-centered approach to your reboarding plan, you will be in a better position to help your employees embrace the new changes and make a smooth transition back to the office.
2. Lead with Empathy
Looking at the unemployment data and what’s happening with economic recovery, some economists have taken to calling this the “Take This Job and Shove It” economy. Employees want to feel valued and they seem to have little trouble quitting or moving on from positions where they aren’t feeling this way. A year of grieving and dealing with an elevated level of fear has reminded us all that life is short.
One way to ensure you’re recognizing the humanity of this moment and not simply focused on your organization’s bottom line is to lead with empathy. For example, instead of recalling everyone 40 hours per week and expecting a return to pre-pandemic levels of productivity overnight, consider spreading out the physical return and phasing in policy changes aimed at increasing productivity.
Some organizations are even anticipating a summer slowdown and intentionally working that into their strategic plans for the rest of 2021. Giving your team a break this summer is another way to show employees, who were stressed before lockdown, that you understand the toll the past 16 months have taken. After a true recharge this summer, everyone can return to work in full force this fall.
3. Communicate Well Both Internally and Externally
Above all, making the transition back to the office successfully will require strong communication guardrails both internally and externally. First, establish clear, regular, two-way communication with your team. This will allow employees to feel as if they are in the loop and that their input matters. Also, make sure not to limit communications to only what has changed. Talk about what isn’t going to change as well.
Second, make sure to communicate early and often. Once you have your reboarding plan in place, you can communicate that plan internally with your managers and employees. Make sure they understand what is happening when and what responsibilities they have within the plan so they can manage their own expectations. All of this should be firmly established before you start communicating externally.
Next, make time for collective venting and open communication. You want your employees to feel free to participate in any future changes and to get buy-in from them, they need to feel heard. Collective rituals are one way to help your team feel supported and heard.
For example, you could reserve an hour after lunch on Fridays where teams come together virtually or in-person for a group venting session. Allow everyone some time to check-in with each other about anything that’s causing them stress. Make sure to end the meeting with time for each person to express gratitude. Moving, in this way, from feeling stuck to expressing gratitude can help to navigate the range of emotions everyone experiences.
Returning remote workers to the office is a big transformation for any organization. Having a strategic plan in place gives you the best chance for success. With the above in mind, you’ll make strides toward achieving the culture you’ve always wanted and supporting your team as they re-learn how to thrive in our post-pandemic future.
It’s an exciting time! This is our chance to reset and intentionally redefine what work means to all of us. Audacia Strategies is ready to partner with you as you make the transition. Let’s chat about how to reconstruct the way work gets done at your organization.
Photo attribution: Team of investors meeting in corporate office with documents and laptop by Jacob Lund Photography from Noun Project