Conversations as we reverse lock-down
There is another change curve as we come out of lock-down.
Shock that this might last for much, much longer than we ever imagined even as lock-down is lifted. Shock for those receiving redundancy notices.
Denial about the efficacy of wearing masks. Or the need to socially distance. Putting our heads in the sand about changes needed at work.
Betrayal by our organisation as they lay people off. Even though we know it’s a necessity to manage costs. We hate it that out colleagues are being laid off. Those same colleagues will feel a sense of betrayal for being the ones whose jobs are being cut.
Blame of management for getting things wrong or acting too slowly or too fast. Blame of the government, who are also passing on the blame to others. Those who are being laid off may be blaming HR or their manager for the way the redundancy is handled. They might be absolutely justified in this – I’ve heard some horror stories about the lack of humanity in the process.
Anger at the amount of workload that the remaining people have to bear as a result of the redundancy process.
Uncertainty and confusion – what are the rules? Anxiety – what if I get sick? What if I pass it on to others? What if I die?
Doubt about how much risk to take as lock-down is lifted.
Depression, loneliness, lack of connection, feeling helpless and hopeless.
Search for solutions
Eventually, they will get to a search for solutions. They will get to that point sooner if you, their manager, help them to process their emotions along the way.
Once again, I hear you saying you don’t have time to talk about people’s feelings.
I hear you saying that emotions play no part in organisational life.
I hear you saying that is all rather pink and fluffy and won’t help with getting the work done.
You will be contributing to your team’s wellbeing. The upshot of which is that they will get back to productivity much sooner.
We’re only human
Treating them as human beings will reap dividends in return, and loyalty for the future.
There is another layer to the change curve happening concurrently. That is related to systemic racism. You’ll perhaps have experienced emotions in yourself and in others – shock, denial, betrayal, blame, anger, uncertainty and confusion, doubt, depression. Don’t try to brush them under the carpet as though they shouldn’t be spoken about at work. The workplace is one system where racism is inherent. It shouldn’t be – but it is. Not the dark, awful acts of murder such as that of George Floyd, or the racist remarks thrown about by Nationalists. But the micro-iniquities that white people are hardly even aware of as they are not affected by them in the way that Black, Asian, and Minority Ethnic people are affected by them day after day after day. These are conversations that need to be had – both the emotions associated with these iniquities and how to shift our systems to be fairer all round.
We could equally layer climate change onto the multiple change curves. How much attention are you paying to the feelings of your people about the way your organisation is (perhaps) part of the problem right now?
In future posts, we’ll talk about other conversations that are vital right now alongside the task-focused ones you are having. Take note that although virtual meetings might seem productive, because they don’t tend to include “idle chit-chat,” they aren’t creating human connections that are necessary for human functioning. Once again, you may say that work is work and home is home, but the two have morphed together right now, so human functioning is essential.
