The second of our ‘Helping managers in lockdown’ conversations focused on how managers can help their team members stay engaged and motivated right now.
Four core themes emerged from the discussion with ideas, and advice shared below:
Support
- Managers need to balance the need for delivery of objectives with being empathic and tuning in emotionally
- There’s a real need to help people feel safe and secure right now. People are looking to their managers for reassurance
- Be honest and credible to help people feel safe. Managers might not have all the answers, but they should be upfront about what they know and also what they think
- Alongside looking out for their people, managers should also make sure to take care of themselves, so they’re fit and able to look after their team members too
Adaptability
- Managers can lean on their HR advisors if they don’t feel able to help their people with non-work-related issues
- It’s very important for managers to understand the individuals in their team, what motivates them, what makes them tick and flex style accordingly. People will be responding to this situation in very difficult ways and so managers should try to understand what works for the different people in their team
- It’s important for managers to acknowledge their own sticking points and try to be open to change themselves
- In this connection, they should make efforts to notice when they’re going to their default style and remember to flex and adapt when the situation requires it
Meaning
- People are losing sight of the mission and vision, feeling that it’s all going to change when we come out of this so what’s the point. This is causing people to wobble. Whilst managers might not know themselves how we will emerge from this situation, allow for people’s insecurities and don’t go into fix mode
- We’re in the messy transition zone which means big opportunity for creativity. It’s OK that it feels messy that’s the point of a transition
- Enable people, give them time and space to work on stuff that has meaning even if what they are doing has a short-term focus
Recognition
- Think about reward and recognition in this period – small gestures make a big difference
- People need to feel valued and recognised more than ever, say thank you, notice what they’re doing and acknowledge their effort
- Recognise that people want the chance to be heard and to have an influence on the conversation. Facilitate the conversation going, allow for the sharing of experiences and place an emphasis on collaboration
Unsurprisingly, we’re running a lot from our remote series of sessions at the moment. Get in touch if you’d like to find out more about how they can help your managers now.
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