Back to work - How to support your people through the next phase of change

Now as we settle in to a new reality, it's time to re-connect with your organisational purpose & strategic priorities, time to stop & reflect on your approach – ensuring you get it right for everyone. Want to re-motivate yourself & your team? Read on

Each and every one of us is affected by this ‘new normal’ in different ways. The challenge of managing our lives and being active employees has become muddled and chaotic overnight. Professional and personal lines have blurred. Initially the emotional highs and lows swinging like a pendulum – back and forth. From just surviving and getting through, to others who are embracing change and finding new meaning. With more change on its way, how do we successfully manage a smooth re-entry into the workplace?

Maslow Edited
Maslow's Hierarchy Applied to Employee Engagement (Image from NextLevelBD)

Maslow's Hierarchy of Needs proposes that in order for individuals to realise their own personal growth and development then certain basic needs such as warmth, safety and security need to be satisfied. His theory can also be applied to how an organisation treats and engages with their people and confirms the differing motivational states that your team is likely to be experiencing currently.

Currently many will be concerned and motivated by the basic needs of a job , namely receiving a salary that allows them to pay the bills, and with the job market more volatile, job security and financial survival is likely to be a primary concern for many individuals. Maslow shines a light on our sometimes hidden needs. Money and security; Broken relationships and job creep; Silo working and isolation; Lack of resource and stress. As the theory suggests – without solution to these issues we will find it less than easy to self-actualise; to be highly engaged; to feel proud of our organisation; be an inspiration to others and step across those silos to support one another.

We have an opportunity right now to re-shape our relationships as well as our working practices. As a leader and manager becoming aware of and alleviating these blockers to performance can be rejuvenating for you and your team. Trusted relationships and how people collaborate are going to be critical to you and the future success of your organisation. Great leaders and managers are aware of their own and their teams’ levels of engagement and how to affect this to promote highly engaged and intrinsically motivated people.

Now as we settle in to a new reality, for some heading back to work and for others who continue to work remotely or be furloughed, it seems like a great time to re-connect with your organisational purpose, your strategic priorities, and your team. No matter where your team fits into the diagram, you as their employer can change this by really listening and putting measures in place to improve how people feel about their work.

In the short term it is vital to plot your survival and build those psychological safety nets, and in the longer term to ensure your business is relevant and visible in the new world.

  • Do you need to re-build a sense of team, with adjusted priorities?
  • Are your people bought-in and feel like they belong?
  • How do your people know they are vital and valued?

If you need support to bring out the best in your people and to take stock of your current priorities, Brathay are delivering live and interactive learning with leaders and teams right now.