Returning to the office

Hey there, time traveller!
This article was published 27/06/2020 (2147 days ago), so information in it may no longer be current.

As businesses and organizations begin to reopen their doors, decisions will have been made regarding which employees to bring back and when.

While some organizations have permanently laid off their staff, a number of others are using the “trickle” approach to returning staff to the workplace. This includes scheduled weekly rotations of staff back to the workplace. For instance, one group of employees for a few days one week, then switching to another group returning the following week. All of this is done carefully so that employees are effectively reoriented to any new health and safety regulations in the workplace. It also helps employees to build up their psychological sense of personal safety.

While this return strategy is all well and good, management must also be thinking about how to rebuild employees into a synergistic team after being absent from the workplace for so long. I’m aware that many organizations held regular video conferencing meetings; however, most employees will adamantly state this is not the same as being physically part of a team. In fact, one employee shared with me that Zoom meetings just don’t feel real.

So how do you go about rebuilding a team? The first thing to remember is that after significant change, such as what employees experienced during COVID-19, a team moves right back to the initial stages of building teamwork. This stage is called “forming.” It’s a time when those new ground rules are reviewed and expectations are once again explored. The team that was previously a well-oiled machine is now reforming and starting anew. This newness can be a struggle especially when team schedules are being split and the team is only slowly coming together. Typically there is much more stress and a sense of anxiety that needs to be addressed.

During this forming stage, managers need to bring employees together to share experiences, especially if a good number of employees were working from home. Ask participants to share the good, the bad and the ugly of COVID-19. Talk about any issues of anxiety around returning to work. Be sure to ask participants to share a funny story as there is usually some humour lurking in the crowd. This allows employees to share their vulnerabilities and helps build team trust.

One good example of COVID-19 humour that was shared with me was about a young mother working at her dining room table. She was going to be on a conference call and gave strict orders to her five-year-old daughter not to interrupt. However, the young child decided she did need her mother for something, so wrote “SOS” on a piece of paper and flashed it to her mother. How clever. And, you can’t help laughing at that story.

The second stage of teambuilding, called “storming,” can happen quite quickly with a newly restructured team, especially if there are no new team members involved. However, challenges might be encountered if some employees were given different roles during the pandemic and now these are being left behind as employees return to former roles. Discussions about roles and responsibilities need to be revisited and any new reassignments need to be thoroughly explained. Trust is still building during this stage, so communication amongst team members and the manager is very important.

The third stage of teambuilding is referred to as “norming.” It starts by re-examining the organization’s values and goals. It’s important to help employees once again see a common goal and ensure everyone understands and agrees with the steps needed in order to reach that goal. This sense of commonality helps to rebuild the sense of trust needed to create a high-performing team. In order to reach this stage, management must continually emphasize the importance of teamwork and engage employees in conversation and problem solving. Finally, make teamwork part of your performance standards. Take time to engage employees in a discussion of what success looks like both individually and as a team.

By the time employees regain their equilibrium, they are now in the fourth stage called “performing” and will finally appear to be much more of a cohesive unit. There is good sharing of information, group learning and a sense of independence. At the same time, you will see some good team decision making as well as a sense of energy and creativity amongst team members.

The key to success is to start slowly because rebuilding your team will take time. Deal with any problems that arise as soon as you can, rather than sweeping things under the rug. Also, continually assess what has worked and what has not worked and make changes as necessary. If you discover any cynicism, deal with the issue immediately. Meet with team members frequently, both as a group and individually, as this will enable you to stay on top of any issues that might be bubbling just under the surface. Don’t be afraid of taking questions even when you don’t know the answer. Simply inform employees you will have to research the question and get back to them.

Make coaching a part of your management style. As your team once again starts to move toward high performance, continue with individual coaching on a regular basis. This helps to catch problems before they arise but also creates a sense of value for employees as they appreciate the coaching initiatives and appreciate the positive relationship.

However, you can’t lead your team back to success if you are personally suffering from stress and low morale yourself. Keep in mind that managers are role models who need a continuous display of self-confidence and positivity because this attitude literally “rubs off” on the people you work with. Good self-care activities will help you to look after both your body and your mind. This could include ensuring proper rest, getting some exercise and eating well.

Self-care also means continuing to cultivate your own personal relationships and friendships so you can enjoy time together and also have someone to talk with when challenging issues arise. It is also important to maintain a sense of mental stimulation and psychological well-being. This can be achieved through reading a variety of books or watching a good movie. And don’t forget about family time. Everyone has been stressed over the past four months, so ensuring a balance between work and family is important to good overall mental health.

Teamwork has always been important to organizational success. During this time of rebuilding after COVID-19, teamwork is more important than ever. Energized teams can bring fresh new ideas to the workplace and engage in the kind of creativity that can lead your organization in a whole new direction.

Barbara J. Bowes, FCPHR, CCP, M.Ed., of the consulting firm Legacy Bowes, is the author of eight books, a radio personality, a speaker, an executive coach and workshop leader. She is also chairwoman of the Manitoba Status of Women. She can be reached at barb@legacybowes.com