The 4 Cs: Quick tips for leaders as employees return to work in 2021
We've returned to work as the second wave of COVID-19 infection has taken hold. At this challenging time, many leaders and team members face difficult and emotionally exhausting situations. Steven Teasdale shares his simple yet powerful four-step process for team leaders to navigate employee interaction in challenging times.
"This is especially relevant at a time when the landscape in which we operate is ever-changing and highly-pressurised."
Steven has developed a four-step process including valuable tips for dealing with our people now, and at all times of challenge. "These 4 Cs - namely 'Connect', 'Care', 'Create' and 'Conversations' - are useful for leaders to experiment with and keep top of mind," he explains.
Connect
What: As a leader, you should contact the people in your team within the first week that both are back at work. Remember that you may not be aware of what has happened in their lives during the festive break.
Why: Fundamentally, it shows that they matter to you. A lack of connection with their manager after a break can create anxiety for the employee and can lead to them making assumptions. Importantly, it also lets you understand how they are feeling and share with them how you are.
How: Set up a catch-up conversation with them within the first week that you are both back at work if possible. Ask "How are you feeling?" rather than "How are you?" This can start a
deeper level of conversation. Be sure to share how you are feeling and to be vulnerable because this will create the permission and safety for them to share more authentically.
Care
What: Be sure to show empathy and compassion. Most of us are grieving the loss of something in the current context. While at times we might not easily relate to the reason for their pain or suffering, we need to remember that we are all different, we deal with things differently and we internalise the impact.
Why: Showing interest in an employee's feelings can be key to their recovery and growth. Leaders are uniquely positioned to role model this; showing interest can encourage others to support each other. A true feeling of inclusivity, trust and belonging among co-workers helps reduce mental health issues and boosts employee commitment.
How: Make sure you listen fully and try not disrupt them to offer solutions or share your own challenges; it is not about you. Ask open-ended questions rather than those that can be answered with one word. Try put yourself in their position and imagine their perspective. It is crucial to avoid judgement, both verbally and non-verbally.
Create
What: Be sure to balance care and action. Leaders need to help their team to focus and set up their short-term goals, and to reflect and engage with their longer-term ambitions. Help them to create a plan for the next calendar quarter (both professionally and personally).
Why: To stay in compassion entirely can lead to learned helplessness and a victim mentality. It is crucial for their energy and engagement to have your team focus on the opportunities to add value and have meaning in their work and lives. From a mental-wellbeing perspective, leaders need to give employees a lift by showing how they can make an impact.
How: Set up a session to discuss what are the biggest opportunities for them to make an impact over the next three months. Also share your view on what you would value from them and how you can support them. If they are really struggling, encourage them to contact Healthy Company for more specialised wellbeing support. Do this sooner rather than later.
Conversations
What: Create opportunities for collective connection as a team. Encourage sharing and dialogue between the team on the challenges and opportunities in the current context. These should be open, transparent, and sometimes fun sessions that are informal but regular. Be sure to set the first one as soon as possible once the full team is back.
Why: Sharing and dialogue is effective therapy and creates connections and perspectives that we are all in this together and we start to learn how we can support each other. Being included and feeling like we belong is a fundamental human need. It fosters authentic connection and trust which is a core foundation of organisational effectiveness.
How: Set up the virtual conversation and use an informal meeting subject title, for example, "Team coffee connect". Open and facilitate the discussion rather than dominate it. You could raise a topical issue in society like "What do you think about our country's vaccine rollout plan?" or "What is the best way we can stay connected as a team?" or do virtual team building.
