At the end of the tunnel, there is sun. The pandemic will stop at some point. Organizations and individuals will try to drive themselves back into something that is similar to normal. Nevertheless, expecting normalcy to return without complications prompts a second crisis, one that is also preventable. At this moment, “Reboarding” becomes a brand new notion that every manager should know about.
The COVID-19 pandemic is taking a significant toll on everyone, from the working level to the C-suite, from a loss of sales to the loss of a loved one. During an infectious disease epidemic, feeling nervous, disturbed, overwhelmed or helpless is prevalent. Millions of people are experiencing changes in sleep and eating habits as society struggles to cope with reality, The challenge of focusing and the exasperation of issues with mental health. After the shelter-in-place orders are lifted, expecting the tension to just blow over can put the staff and company in harm’s way again.
The time for leaders to act is now. Having the correct answer could define your career and act as the defining moment of your organization. so as a manager , you need to have your employees get “Reboarded”. Here are a few moves for your organization to be post-pandemic-proof right now.
The prospect of going back to exactly the way things were means “back to normal.” That is not only misleading, but potentially harmful in the case of this pandemic. The disruption and effects caused and the response to COVID-19 are unparalleled. Our personal, corporate and government vulnerabilities were viciously exposed by this novel coronavirus. Reboard
Tip: Adopt an approach of “re-build” rather than “resume.” When the crisis struck, life was not just put on hold. Humans do not have a button to pause or rewind. Regardless of how and of us has influenced and reacted to beens, we are now distinct. Life now is different. Uncertainty and uncertainty are not disappearing. When we adjust to an emerging “new normal,” it’s okay to feel uncomfortable.
Much to the consternation of billions of people, COVID-19 is definitely not going anywhere. It is a virus, not an earthquake or blizzard. This devastating occurrence can be mitigated, unlike natural disasters that have a beginning and an end, but it won’t vanish. If we do not remain cautious, it is likely to persist, and even reappear. It took about three decades for smallpox to be eradicated.Thanks to modern medicine and technology, it’s reasonable to expect the “cure” for COVID-19 might only take years.
Tip: Guidelines on physical distance, particularly in the workplace, will need to be practiced for months ahead. For both physical safety and mental peace of mind, personal security equipment (masks and gloves) would need to be supplied. Anticipate how guidance from the CDC will impact production work, customer engagement and travel. Whenever possible, accept remote work. Discuss how and when meetings and gatherings will be conducted, including networking and lunchroom gatherings.
Welcome each employee back as if it were the first time you saw them. In just a few weeks, the novel coronavirus has undone a century’s worth of habits. Personal and economic implications will occur. As different and, in many situations, more disadvantaged individuals, a lot of employees will return to their jobs.
Tip: For each employee, arrange one-on-ones. We are all reacting differently to this crisis. Some of us are concerned about elderly parents living on their own. Others are worried about young children’s safety and education. Some are already paychecks being cashed, and some are in hunger lines. Conversations should deal with real challenges faced by each worker. In order to get a pulse on the levels of commitment or problems that lie ahead, all of these meetings can and should be done in advance. You should periodically reach out to staff, either furloughed or not! For letting your employees feels like home and also more motivated, reboard them!
I’m not recommending that you train to diagnose your non-clinical employees. But encouraging them to simply become aware of the symptoms is crucial. Through their direct reports, some administrators have excellent relationships. In a heartbeat, they’ll know who has weathered the crisis well and who hasn’t. Most don’t, unfortunately. They won’t have a clue who is adjusting well and who isn’t (without any training).
Tip: Make sure that the signs and symptoms of mental distress, post-traumatic stress (PTS), and even post-traumatic stress disorder can be understood by any manager and supervisor (PTSD). In your neighborhood, there are a variety of organizations ready to support. Most offer preparation and assessment on-site. Some offer free online tools and courses for e-learning.
Many rulers have reached this moment unprepared; few are prepared for the next thing. Based on their technological prowess or tenure, many managers were promoted into their positions. Now isn’t the time to make things up to them as they go. In addition, front-line managers directly oversee 80% of the workforce, in total, and, chances are, most lack the soft skills necessary to help their teams navigate what lies ahead. You can’t afford to send them into this “battle” without the proper tools.
Tip: There is no time like the present to invest in your managers. Enroll your front-line supervisors in online learning courses on coaching, active listening, communication, leadership and stress management. Grow their emotional intelligence and team-building skills. If there ever was a time for empathy, trust and compassionate communication, it’s now.
Weeks ago, the notion of life as a linear journey stopped. On an exponential curve, we are now living, working and increasing. On board, jump. You have a one-way ticket, and it has yet to decide your next stop. Consequently, as usual, there is no going back to business. The best advice: brace yourself for an uncommon company.
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