Embracing and operating under this 'new normal'
"Open your mind to the possibilities that may be hiding behind the inconvenience of change." hopepreneurs.com
Under what appears to be a never-ending pandemic, we find ourselves and our companies in unprecedented times rich with challenges. People are leaving organizations for other opportunities. Families are relocating closer to parents and to more desired destinations under the work from home surge. Employees are nearly impossible to find and restrictions on social gatherings and the 'vax or no vax' debate and its implications are in full swing. Some products and services are unavailable, more expensive or under longer wait times. This drastic change and its associated challenges are testing leadership. Will we return to some former state or are we under a new normal?
Leaders are doing their best appeasing their people, listening to them and trying to help but they continue to be surprised at every departure of an employee, delay in products and services and federal and state polices which effect their organization and its people. A way to navigate these times is to embrace and operate under a new normal. Been there, done that and here are my thoughts.
Describe it. Identify the characteristics of this period of change. See it clearer. You may have people operating at greater stress levels because of the void of social interaction or because of challenges with schooling their children. Your levels of risk or risk tolerance may have shifted as you try to survive these times. List out all the characteristics on a dry erase board or sheet of paper.
Accept it. This is an important step. Swallow this bitter pill. Cast aside your emotions and strive to be more accepting of the changes and challenges.
List out the new norms. Here are some which may apply. You will lose one employee each month. A certain product line is drastically more expensive or unavailable for the foreseeable future. The demanding schedule you are operating under will not relent. Your company has a new capacity threshold, meaning you can no longer do all the things you used to or that you could take on more of some things. Some existing practices are no longer relevant, such as supply and inventory management, hiring practices, and billing to name a few. The standard ways you communicate and collaborate fail to compensate for a hybrid, remote workforce.
Adapt. Make changes. They do not have to be sweeping and drastic. You can make some subtle changes which help you operate better. Assemble members of your team and imagine a different and better way. Let the ideas flow. Be realistic but be without boundaries initially as you adjust and revamp current practices to fit the new norm. Make changes but be cautious as you shelve a system or practice. You may need it again.
Direct. Lead this change by announcing it formally and managing it directly. Place new reporting requirements and directives on leaders to ensure change takes hold. Gather feedback and adapt as necessary. Stop doing some things, start doing others.
The old norm will be relatively easy to return to. You are already good at it and everyone knows their role. The new norm will require influence and communication. It will need engaged leaders with a renewed focus on their people and discipline to lead change. If you lean into this change and accept it instead of fighting it yearning for the old days, you will be better prepared to operate under it. I can help.
Make it Personal!
Rob
Rob Campbell