Successful Workplace Transitions Require Connection and Trust
Like most of us, you have probably started to experience an uptick in in-person events. Whether it is a reopening of the office or a restart of physical gatherings for conferences, let’s face it, we are all feeling a bit awkward. At least, that is what I noticed when I had my first in-person team building workshop earlier this year. I was dealing with the mental load of managing the logistics, like thinking through the physical space for the session, booking flights and taxis, and planning out what to wear. No more slippers and sweats! And packing everything I need to function outside my home office.
By the time I arrived at the workshop I was running late thanks to a delayed flight and was worried I'd feel flustered. Instead, I was calm and greeted by the excited, warm and palpable energy from a team reuniting in person for the first time in two years. The difference between online facilitating was stark. The level of engagement, the camaraderie, and the emotional depth of the conversations were unique to what can only be accomplished with an in-person connection. The work we were able to accomplish in one afternoon felt miles ahead of what we would have achieved in a zoom room. Yet, at the same time, I also noticed the shift took a toll on my body. The type of energy necessary to work with a group in person felt unfamiliar and was exhausting.
My experience reminded me that everyone will face this change to in-person work differently. Whether it's a one-day workshop, a hybrid work schedule, or a return to office work full-time, everyone will have unique needs and require support from their leadership in different ways.
As leaders navigate this shift, here are some tips for what they can do to support their teams by focusing on rebuilding trust, psychological safety, and overall wellbeing.
Set expectations while being flexible.
As I shared in my example, everyone faces different challenges and has unique reactions to change. You cannot assume that everyone will respond in the same way to coming back into the office—there are many variables at play, including peoples' home situations, the trauma and stress they may have experienced during the pandemic, possible childcare or family issues, health-related worries and more. Keeping this in mind, as a leader, you will need to be flexible as you navigate your team's return.
One way to set expectations and set your people up for success is by having an open dialogue with your team about new workplace realities.
Consider asking questions such as:
How do you feel about coming back into the office?
What specific concerns do you have as we consider a return?
What are some of your expectations around how things might change when we return?
Suppose someone shares that they are anxious about returning to in-person work (or continuing remote work). In that case, this will allow you an opportunity to support them by exploring ways that you could help reduce those worries or address their specific concerns.
Having this kind of conversation with each team member will also help you better understand each person's situation and needs as we move forward.
Slow and steady wins the race (and rebuilds trust).
Remember that change is hard on people, and you'll need to give them space by making this a gradual process. The post-COVID transition is a time to rebuild and foster deeper trust with your colleagues.
Perhaps there were times over the past couple of years when leaders and managers couldn't show up as their best selves or be fully present. While it's easy to want to do better moving forward, it may take a while before your coworkers feel you've done so enough for them to trust you again. So what goes into building trust?
According to Harvard Professor, David Maisters' Trust Equation, four key variables are required to build trust.
These variables are:
Credibility: comes from the words you speak. You demonstrate that you know your stuff and are qualified to do the work.
Reliability: has to do with our actions. You follow through on what you say you'll do.
Intimacy: is about the sense of trust and safety you create. You can have honest conversations where you are not only able to voice and share your opinions, but you are also able to listen and learn from others.
Self-interest: is about your focus. You are oriented not only around your own needs but also aware of the needs of your team.
It will take time—a lot of time—and there's no magic trick that will instantly make you trustworthy again.
But there are steps you can take while rebuilding trust:
Remember that the pandemic is still not over, and everyone has different health and family needs.
Be aware that this is a process (and stick with it!).
Be open about where you didn't meet your team's needs over the past two years to avoid making similar mistakes moving forward.
Prove yourself by showing up as your best self and doing your best work day after day.
Make time for individual one-on-ones.
Leaders have an important role in creating and maintaining a safe space where their employees feel heard and that they can ask for help when needed. This can be accomplished through regular one-on-one check-ins with your team members, allowing you to see how everyone is doing on an individual level.
Understand that each employee has different needs and expectations as they return to work. Often, simply establishing a regular check-in to say that you are there and care can go a long way. If you plan to schedule one-on-ones, it's critical that you listen and don't do this unless you have the dedicated time and space and can follow through on any actions that come up.
Consider shaping your check-in with the following:
Start with human connection first. Show them you care by asking them how they are doing, what they are up to outside of work, and inquiring about how COVID has impacted them personally and emotionally.
Ask them questions about how they like to work, collaborate and communicate.
Rather than making the meeting about project updates, use the time together to build rapport, and acknowledge their skills, accomplishments, and areas for growth.
Focus on psychological safety.
Whenever you're working with a new team or shifting to a new way of working, you have to start by building a collective sense of trust and safety. Keeping in mind what psychological safety is and setting yourself up for success will make your time spent together more enjoyable and productive.
Amy Edmondson's research and Google's Project Aristotle have demonstrated that the most important factor for creating a high-performing team is psychological safety—the belief that you won't be punished or humiliated for speaking up with ideas, questions, or concerns, or mistakes.
You want your team members all working toward the same goal, and the trick is to focus on creating an environment free from fear, anger, or judgment. You want your team to hold a shared belief that others on the team will not embarrass, reject, or punish them for speaking up.
Here are a few simple solutions that Edmonson offered in her TEDx talk to build trust and create psychological safety when errors are made:
Frame the work as a learning problem, not an execution problem.
Acknowledge your own fallibility.
Model curiosity and ask lots of questions.
Your goal should be to strike a balance between safety and accountability by encouraging your employees to step out of their comfort zone and into their learning zone.
Take care of yourself.
Lastly, don't forget to prioritize your wellbeing and your team as you return to the workplace. Like I experienced in my return to in-person workshops, being back in the office may deplete your energy in ways that might surprise you.
One way to take care of yourself is by setting boundaries. Remember that as a leader, you set the tone for how others should behave. They look to you as an example, and if you take the time to prioritize your wellbeing, they will feel they have permission to do so.
This may look like the following:
Openly share with your team that you have blocked your schedule on specific dates/times for your self care, e.g. to go to the gym.
Take time for lunch - move away from your desk and don’t take your phone with you.
Take one-on-one meetings on the go by scheduling regular walks instead of sitting meetings.
Consider creating a "do not disturb" schedule for yourself to maximize productivity and minimize distractions during your known peak focus hours.
Discuss the need for meeting free days where everyone can focus on getting their work done.
By protecting your space to foster your physical and mental health, your team will be more likely to follow suit and focus their energy on the goal.
Final thoughts.
As employees begin to return to their offices, leaders have the opportunity to be human, to listen, show up, and help their teams set sustainable rhythms for collaboration and productivity.
Whether your organization is making an immediate shift to in-person work or if the transition is on the horizon, you will need to prioritize rebuilding the team's sense of connection, trust, and wellbeing that may have fallen to the wayside over the last few years.
If you or your team seems to be struggling to strike a balance in the transition, don't be afraid to seek out support and discuss your needs as you’re not alone.
Kully Jaswal
Ignition Coaching, CEO/Founder
Kully is an experienced Executive Coach, Facilitator and founder of Ignition Coaching LLC. Kully has helped individuals and teams maximize their drive, resilience and performance both in work and in life. Combining extensive business experience with coaching skills, she has supported hundreds of clients through 1:1 coaching and group workshops in the areas of Leadership Skills, Mindfulness, Communication Skills, Presentation Skills and Personal Resilience. Her clients include executives in the financial services, utilities, pharmaceutical and professional services industries.