Communicate your way through the chaos

In March 2021, Spotify announced its ‘Work From Anywhere’ model, giving its 6,500 global staff ‘the freedom to work where they work best, wherever that may be’. Since then, the company reports, its staff have been ‘happier and more productive’ and turnover has decreased by 15% as they have enjoyed increased flexibility and autonomy. Productivity has a positive impact on the bottom line, of course, but this drop in resignations will have also seen its way onto the balance sheet because it’s significantly cheaper to retain staff than it is to recruit them.

While staff retention should be a continual focus for all organisations, the current financial climate brings the benefits into the spotlight.

But what about the managers, leaders and HR teams tasked with their happiness, as well as their guidance and development? Amidst all the changes that the COVID-19 pandemic brought with it, ‘ways of working’ is top of the managerial agenda.

With workforces now spread out across countries, continents, or even the world, managers face an unprecedented challenge of simultaneously supporting their staff and getting the most out of them. Navigating challenges like the stress experienced by the workforce as a result of the pandemic and trends like ‘quiet quitting’ – a trend that’s increasingly prevalent on social media of employees only really doing what they need to do, and no longer going the extra mile, or working beyond their contractual hours – which have emerged as a result, is now part and parcel of a manager’s responsibilities.

So, amidst all the changes we’re experiencing, how can managers help their teams through these unprecedented times?

In short, it’s a challenge! There’s no rule book or guide for the situation we find ourselves in and uncertainty is the greatest cause of issues amidst the new ways of working. We’re having to adapt to huge cultural shifts and learn to do business differently, whilst trying to keep up levels of innovation and creativity.

Managers, leaders and HR teams are generally used to certain processes and ensuring these are adhered to. But as things change, we’re now having to keep an open mind to the fact that things have changed. It’s like chaos theory, where ‘within the apparent randomness of chaotic systems, there are underlying patterns’; at the moment we need to be the eyes and ears (and conscience) of our businesses, looking for the patterns that work within the chaos.

What’s going to get us through the chaos? Communication. And early communication. Employers need to facilitate this wherever possible so that employees feel empowered. Employees want to be in the know, especially if systems are changing, so that they can understand how they will benefit, how they can get involved – the change process can be a long journey as people make their way through the different emotions experienced and come to terms with it..

Communication also breeds insights. Engaging with colleagues will help you understand what they need and how you can support them, and you are more easily able to act in the best interest of colleagues if you fully understand their emotions. Getting them involved in key decisions is one way to engagement and successful change. But organisations also need to be open to using these insights. Forcing people back to the office, for example, may seem like the best way to prompt collaboration and creativity, but if it will affect people’s

wellbeing, if they’re spending more time away from their families or will struggle to afford the commute as prices rise, the approach may not be appropriate or commercially sensible.

Fail to address this adequately and you risk losing your top talent. Employee retention should be even more of a focus than normal in a world where candidates are demanding greater flexibility. If you can’t offer this, employees may well look for it elsewhere. This may mean challenging the business on what it offers its workforce.

Managers need to understand the impact of change and its implications, as much as their teams, since they’re the ones tasked with implementing new initiatives and ensuring engagement. They need to continually talk to their teams to find out how they are adapting.

Talking, though, is a challenge in itself, especially when doing so remotely. The onus is therefore on the organisation to explore the best approaches, perhaps using collaborative technology where face to face meetings aren’t always possible. Facilitate human connection as much as possible, even via a Teams or Zoom meeting, and give your teams structure. Maybe it’s a virtual lunch or a focus for the day; even informal meetings or time spent together can promote collaboration. In the absence of chatting casually whilst making a cup of tea, we should be championing these opportunities to exchange ideas as the best alternative to learning from one another when interacting face-to-face. Overhearing conversations and shadowing colleagues are key elements of learning, so ensuring new colleagues and trainees have these opportunities is critical.

It can be hard to communicate in different ways with people in different places. But doing so early, frequently, and with structure needs to be central to your team dynamic and your business. A workplace should be a vehicle for social interaction. And with that comes creativity, connection, and collaboration. So, give your staff the ability to integrate and build relationships successfully, even if it’s not face to face.

Please visit www.monahans.co.uk for more information.