Leading your people out of the pandemic: Three conversations you need to be having now
Having the right conversations, at the right time, will set your business and your people up for success as we enter this new phase of work.
When the COVID-19 pandemic first hit, we saw a flurry of activity as businesses of all shapes and sizes scrambled to pivot at short notice. There were panel discussions, webinars and checklists on how to lead through the changes.
Business leaders have faced challenge after challenge and through it all, consistent communication has been critical. As we emerge on ‘the other side’ this communication is just as — if not more — important than ever. Having the right conversations, at the right time, will set your business and your people up for success as we enter this new phase of work.
The following three conversations address topics that are currently top of mind for many.
Being proactive and having them now will ensure you can lead through these next set of changes calmly and confidently. Leave it too late and you run the risk of your people checking out, becoming disengaged and moving on.
1. What is the current and future state of your business?
Your people need to know where they stand. Equip them with key pieces of information to minimise the fear of what’s next. Having open and honest conversations about how the business is performing, and your plans for the short-medium term will ensure they stay on the journey with you.
Top tips:
- Be clear on the figures and plans you can share. Sharing too much, or the wrong information, can cause unnecessary panic. For example, not everyone knows the difference between revenue and profit (let alone EBITDA!), so choose the most important information to you, explain it in layman’s terms and add context around what it means for the business.
- Consider the narrative you craft. To avoid a slump in motivation, keep it real and acknowledge the challenges that lie ahead but inspire hope for the future. How you share the above will help here.
- Bring them in to the solution and where appropriate, ask for their input. You may be surprised at the ideas that come up.
2. How and where are your people going to work?
A recent Gartner poll showed that 48% of employees will likely work remotely at least part of the time after COVID-19 versus 30% before the pandemic. Flexible work is now seen as an expectation. Reviewing permanent changes to your workforce model and understanding how and where your people work best, will be key to retaining them.
Before you talk to your people about this, you first need to determine what your business is willing and able to achieve. Remote work may not suit some positions and there is some work that is best achieved in person as a group. Solutions could include a move to 100% remote working, a hybrid working model and/or a clear process to request flexible working arrangements.
Top tips:
- Before making any promises in individual conversations, ensure things like workplace insurance, travel allowances and office/utility subsidies have been considered and can be scaled if necessary.
- Pilot any changes you make to ensure they will work for your business and people long term. Set clear expectations and organise check ins during the trial period.
3. How will you support your people?
Work is no longer just about work. The societal role of employers has expanded, and they now play a pivotal role in the overall wellbeing of their employees. A 2021 study by Atlassian and PwC Australia found that regardless of age and income level, 69% of employees would turn down a promotion in favour of preserving their mental health.
The pandemic has encouraged a shift in perspective as employees prioritise their mental health over their work. Employers are expected to keep up with this shift, so talk with your people about their physical, financial and mental wellbeing needs to ensure the support you offer is meaningful and makes an impact.
Top tips:
- Understand your budget and remember that impactful solutions don’t need to cost a lot. Job sharing, story telling and even a simple tweak to the language of your sick leave policy, so people know its OK to take ‘mental health’ days (included in their overall sick leave allowance) is powerful.
- Provide the opportunity for and inspire your people to get involved in the development of your support options. This will encourage buy-in and uptake.
- Consider solutions that are high impact across the board but remember that some individuals may have very specific needs. Accommodate where possible but if something can’t be done, be transparent and explain why.
The endgame
At the end of the day, these conversations are about acknowledging what your people are likely feeling anxious about and helping them cultivate a sense of security and certainty.
While you should be prepared for each conversation, avoid approaching them like a big event. You’re simply talking to your people and connecting on a human level. Create a safe space for questions, encourage input and keep the conversations regular. You’ve got this.
