Published on October 22, 2021
Things my team and I have tried to reserve energy for those we love most.
Through the summer and into fall, there was no shortage of explanations for why people and teams felt unmotivated, uninspired and uncomfortable. Our “surge capacity” is waning. We’ve hit the “pandemic flux” phase. We’re languishing.
The impressive spikes in engagement from 2020 have begun to dwindle as our collective adrenaline rush in response to the crises levels off.
Experts predict that the next pandemic we will face is a mental health one. Already levels of anxiety, depression, burnout and trauma are on the rise. Race, socioeconomics, job type, parenting and caregiving roles, and many other variables can impact employee’s mental health.
So how can leaders support teams & organizations at this point in time? How can we bring the same empathy and connection and humanity from early in the pandemic to our day-to-day interactions? How can we support people as they face multi-dimensional levels of uncertainty in their personal and professional lives?
We’ve experimented with some things on my team that I thought I’d share…
1. Acknowledge Feelings of Burnout; Model Self-Care & Healthy Boundaries
Perhaps never before have the lines between home and work been more blurred. Having a leader that supports – and models – boundaries and self-care can be invaluable.
Unfortunately, in our culture today, this takes courage. It often takes a leader who models that self-care, time off and maintaining boundaries as “culturally acceptable.” Here’s a small but powerful way to start…
Before a trip this summer, I opted for a less conventional out-of-office message.
Instead of the typical: “I’m out of office and will be returning on X date. Please call my cell phone at ABC-1234 if anything is urgent”
I said: “I’m out of office today investing in my personal well-being by adventuring with those I love. I will be unreachable by cell phone but the very capable A, B, and C on my team can handle any inquiries or issues that may arise.”
The response was fascinating – from people surprised by the audacity of my honesty, to those who were copy/pasting to use as their own, to those who stood in self-care solidarity.
Beyond vacation messages, leaders can help normalize feelings of burnout by vulnerably sharing some of their own struggles and self-care practices. Maybe it’s openly divulging what feels hard today, mentioning plans for a mid-day walk break – or (gasp!) a nap.
2. Test Out New Ways to Deal with Digital Fatigue
New tools have equipped teams for collaboration, communication, and connection when geographically dispersed (and other obstacles created by a long-lasting global pandemic). But they’ve also created some adverse side-effects we didn’t anticipate.
This may sound strange coming from a person who rolls out digital tools for employees, but we have to embrace and, in some cases, introduce what I call “Digital Friction.” Here are just a few examples of things I’m hearing more frequently – and options that could help:
“It’s exhausting be on camera all day. At the office, I could sit at my desk and be alone for a minute. Or I’d be in a conference room without my face in a window all day. There weren’t the constant thoughts about my resting ‘witch’ face. No nagging worries about food on my face from lunch.”
Popular conferencing services (e.g. Zoom, WebEx, MS Teams) allow employees to ‘hide self view.’ Do it! And don’t look back. You don’t realize how distracting it is to see yourself all day; and what a barrier it becomes to connecting, really connecting, with others.
“The pandemic could’ve been an opportunity to explore what meetings were really necessary. Instead, it feels like we have multiple “channels” (email, video, chat, etc.) that we’re toggling between all day. I’m not sure if it’s a micromanagement thing or a training thing, but we need to better use the suite of tools available to us. What should I use for what? How do I make the tools work for me?”
Audit a week or two of your calendar. Are their meetings that may be replaced by “asynchronous collaboration” – or working together without physically/virtually being together at the same time? This requires new ways of working that can challenge us as leaders, but the productivity and autonomy gains are well worth-it. Use the tools – resist the urge to schedule a meeting.
“Technology has gotten really streamlined. Past solutions required just enough steps to keep me from logging on and working when I shouldn’t. Now you’ve made it so easy for me to just pick it up and start working again.”
What she was really saying was “boundaries are hard” can technology experiences create some digital friction that can help me create/sustain them?
3. Engineer Human Connection “Accidents”
There’s lots of great advice out there like “regularly check in with your team” and “transparently communicate policy changes.”
But I think this moment calls for us to go beyond that. The pandemic blurred the lines between the personal and professional. We got a window into one another’s worlds – the kids, the pets, the attempts at sourdough. We’ve swapped homeschooling battle stories and supported each other through grief and loss.
What employees need now are leaders who will continue to embrace the humanity of this moment. Who will be real. Who will be present.
Pre-pandemic, you could connect with 15 teammates on the way to a meeting. We need a way to engineer these formerly built-in connection “accidents.”
One intentional and simple way to do that is writing. A thoughtful email, a simple text, sharing photos from the weekend, (bonus points for a handwritten note) – these are ways to connect with those same 15 teammates you would have passed working in the office.
Don’t have anything to say that feels important? Well, say that. “Nothing notable to share this week, so sending a cute picture of my dog in hopes it brings some joy to your day.”
Don’t not show up because it feels imperfect or unimportant. Embrace the humanity of the time we’re in.
In Summary…
Leaders matter more than ever before. Model healthy boundaries and make self-care culturally acceptable. Explore new team norms to address digital fatigue. Stay present and connected by intentionally communicating one-on-one with those on your team.
