{"id":28413,"date":"2021-08-18T14:44:23","date_gmt":"2021-08-18T14:44:23","guid":{"rendered":"https:\/\/selectusconsultants.com\/?p=28413"},"modified":"2021-08-18T14:44:23","modified_gmt":"2021-08-18T14:44:23","slug":"returning-to-the-office-will-be-hard-heres-how-managers-can-make-it-easier-by-constance-dierickx-and-dorie-clark-hbr","status":"publish","type":"post","link":"https:\/\/selectusconsultants.com\/fr\/returning-to-the-office-will-be-hard-heres-how-managers-can-make-it-easier-by-constance-dierickx-and-dorie-clark-hbr\/","title":{"rendered":"Returning to the Office Will Be Hard. Here\u2019s How Managers Can Make It Easier. by Constance Dierickx and Dorie Clark-HBR"},"content":{"rendered":"<div class=\"hero-image-content \">\n<p><img fetchpriority=\"high\" decoding=\"async\" class=\"\" src=\"https:\/\/hbr.org\/resources\/images\/article_assets\/2021\/07\/Aug21_03_OjimaAbalaka.jpg\" width=\"686\" height=\"386\" \/><\/p>\n<div class=\"container--caption-credits-hero\"><span class=\"credits--hero-image\">Illustration by Ojima Abalaka<\/span><\/div>\n<\/div>\n<div class=\"article-summary auto-height\">\n<p><span class=\"summary-header font-bold\">Summary.\u00a0\u00a0\u00a0<\/span>The prospect of returning to the office brings up a range of reactions, from relief and excitement to fear and hesitation. Employees\u2019 adaptations during the pandemic increased their sense of perceived safety during a crisis and letting go of those feelings and behaviors won\u2019t be immediate. The authors offer four strategies leaders can use to support their employees and to help ease this transition.<button class=\"btn-summary-collapse text-button contextual-btn\">close<\/button><\/p>\n<\/div>\n<div class=\"article-body standard-content\">\n<div class=\"left-rail--container\">\n<p><span style=\"font-size: 16px;\">Many leaders are contemplating a full or partial return to the office post-pandemic. As they consider this, they tend to think of employees in two opposite groups: those who are eager to return and those who are opposed. However, it\u2019s important to recognize that some of the people who want to return to a shared workspace may nonetheless feel <\/span><a style=\"font-size: 16px; background-color: #ffffff;\" href=\"https:\/\/hbr.org\/2021\/04\/does-going-back-into-the-office-freak-you-out\">discomfort<\/a><span style=\"font-size: 16px;\">, some significantly so. Even after the acute danger of a crisis has passed,\u00a0<\/span><a style=\"font-size: 16px; background-color: #ffffff;\" href=\"https:\/\/pubmed.ncbi.nlm.nih.gov\/32408047\/\">stress-related behaviors<\/a><span style=\"font-size: 16px;\">\u00a0\u2014 whether the result of specific health concerns or the spillover of challenging family or economic situations \u2014 don\u2019t magically disappear. Indeed, the\u00a0<\/span><a style=\"font-size: 16px; background-color: #ffffff;\" href=\"https:\/\/www.apa.org\/news\/press\/releases\/stress\/2021\/sia-pandemic-report.pdf\">American Psychological Association<\/a><span style=\"font-size: 16px;\">\u00a0reports that a full 48% of vaccinated adults are hesitant to return to in-person contact.<\/span><\/p>\n<\/div>\n<p>This reluctance doesn\u2019t mean they won\u2019t resume working and meeting with colleagues in person, but it does mean that a transition period is likely in which they may exhibit variability in their energy, attention, and emotional control. They may seem fine at one time, and then uncertain at others \u2014 sometimes on the same day. As we\u2019ve seen in our executive coaching practices, there are four things leaders can do that will help their employees navigate the transition back to the office.<\/p>\n<h2><strong>First, overindex on communication.<\/strong><\/h2>\n<p>In normal circumstances, people perform better when they have enough\u00a0<a href=\"https:\/\/hbr.org\/2019\/08\/if-you-want-engaged-employees-offer-them-stability\">stability<\/a>\u00a0that they aren\u2019t distracted and fatigued by frequent changes. That\u2019s even more true post-pandemic, when employees \u2014 rattled by a year of uncertainty \u2014 will hunger for data and reassurance. For instance, prior to the return to the office, leaders might consider providing detailed information about office safety protocols and expectations, to help allay health concerns and enable nervous employees to visualize what their return might be like.<\/p>\n<p>Viral transmission isn\u2019t workers\u2019 only concern, however. After being away from the office for a year, they may be unsure of their role in the company or how organizational dynamics may have shifted.\u00a0<a href=\"https:\/\/hbr.org\/2019\/11\/why-employees-need-both-recognition-and-appreciation\">Offering specific, sincere praise<\/a>\u00a0is a powerful way to allay employees\u2019 concerns about whether you or other colleagues remember the value they bring. For instance, you might tell them, \u201cI noticed how you brought Sarah into the conversation during our last meeting.\u201d That kind of team building is especially important now.<\/p>\n<h2><strong>Second, allow people to express concern.<\/strong><\/h2>\n<p>Especially in times of stress, people benefit from talking about what they are\u00a0<a href=\"https:\/\/psycnet.apa.org\/record\/2000-07236-007\">experiencing<\/a>. Listening with calm and sincere curiosity, without attempting to fix everything, is extremely valuable in helping people transition following disruptive events. One leader we know was opposed to allowing employees to express their post-pandemic worries because, he said, he didn\u2019t want to have \u201cgroup therapy\u201d in the office. But as Amy Edmondson\u2019s work on\u00a0<a href=\"https:\/\/www.amazon.com\/Fearless-Organization-Psychological-Workplace-Innovation\/dp\/1119477247\/ref=sr_1_1?dchild=1&amp;keywords=fearless+organization&amp;qid=1619466700&amp;sr=8-1\">psychological safety<\/a>\u00a0has shown, the far greater danger is in a work environment that squelches conversation and creates fear of criticism or disapprobation.<\/p>\n<p>Of course it\u2019s important to avoid conversations veering into psychological analysis or an extended problem-solving session for one employee. Indeed, if psychological assistance is needed, there\u2019s a place for it: one coaching client, a hospital president, made an office available for a psychologist on a rotating schedule, for any staff member.<\/p>\n<p>One effective vehicle for allowing people to raise concerns in a non-threatening, productive setting is to discuss the new context of shared work now that the team is returning to the office. For instance, the leader can set the stage by saying something like, \u201cLet\u2019s take a fresh look at how we stay connected on our marketing efforts.\u201d This allows people to raise concerns, \u00a0suggest changes, and feel a sense of self-efficacy.<\/p>\n<h2><strong>Third, facilitate interpersonal connections.<\/strong><\/h2>\n<p>After more than a year of working from home, many employees feel\u00a0<a href=\"https:\/\/www.researchgate.net\/publication\/344404523_PHYSICAL_EMOTIONAL_AND_SOCIAL_PAIN_DURING_COVID-19_PANDEMIC-RELATED_SOCIAL_ISOLATION\">profoundly disconnected from others<\/a>. That\u2019s not just a personal challenge; it affects one\u2019s performance at work because studies have shown that human connection helps people\u00a0<a href=\"https:\/\/www.psychologytoday.com\/us\/blog\/feeling-it\/202003\/social-connection-boosts-health-even-when-youre-isolated\">tolerate stress<\/a>\u00a0and recover from it. Many employees reconsidered their goals and priorities during the pandemic, with\u00a0<a href=\"https:\/\/hrexecutive.com\/one-in-4-workers-plans-to-quit-post-pandemic\/\">25%<\/a>\u00a0considering leaving their job and\u00a0<a href=\"https:\/\/hrexecutive.com\/why-nearly-half-of-workers-might-leave-their-jobs-post-pandemic\/\">48%<\/a>\u00a0saying they prefer a hybrid model. It\u2019s far easier to leave a job in which one feels lonely, or where interpersonal connections are lacking. Conversely, studies have shown that\u00a0<a href=\"https:\/\/www.gallup.com\/workplace\/236213\/why-need-best-friends-work.aspx\">having a best friend at work<\/a>\u00a0is associated with greater engagement. Some of these connections are organic, of course \u2014 you can\u2019t force friendships.<\/p>\n<p>But as a leader, you can create the context in which it\u2019s easier for employees, who may feel rusty about their social skills or interactions, to reconnect. Small gestures such as hosting \u201cback to work\u201d happy hours or group lunches make a difference; so do more informal, one-on-one solutions like suggesting that one employee talk to a colleague who has expertise in a certain area that\u2019s relevant to a project.<\/p>\n<h2><strong>Fourth, monitor and regulate your own emotions.<\/strong><\/h2>\n<p>The\u00a0<a href=\"https:\/\/hbr.org\/2020\/12\/how-to-lead-when-your-team-is-exhausted-and-you-are-too\">pressure of being responsible<\/a>\u00a0for results, people, safety, etc., is no small feat, and more than a few leaders have told us that they don\u2019t have time for themselves or that they see it as indulgence. The research on this point is clear: a leader who consistently sacrifices their welfare is vulnerable to emotional and physical exhaustion that\u00a0<a href=\"https:\/\/www.psychologicalscience.org\/observer\/burnout-and-the-brain\">impairs thinking and decision-making<\/a>. Once a leader understands how significantly their well-being affects their leadership and decisions \u2014 as well as the\u00a0<a href=\"https:\/\/www.researchgate.net\/publication\/7966107_The_Contagious_Leader_Impact_of_the_Leader's_Mood_on_the_Mood_of_Group_Members_Group_Affective_Tone_and_Group_Processes\">mood of their employees<\/a>, who watch their signals closely \u2014 it\u2019s easier for many to prioritize taking time to re-set. A few relatively simple ways are taking walks, blocking the calendar on particular days or times, seeking out people for conversation who the leader doesn\u2019t typically call upon, and engaging an advisor or coach who can provide support and additional reflection.<\/p>\n<p>As the world emerges from the pandemic, leaders will observe a range of reactions in their people, from relief and excitement to fear and hesitation. Employees\u2019 adaptations during the pandemic increased their sense of perceived safety during a crisis and letting go of those feelings and behaviors won\u2019t be immediate. With the above strategies, leaders can be prepared for employees\u2019 mixed emotions and help ease their transition back to work.<\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>Illustration by Ojima Abalaka Summary.\u00a0\u00a0\u00a0The prospect of returning to the office brings up a range of reactions, from relief and excitement to fear and hesitation. Employees\u2019 adaptations during the pandemic increased their sense of perceived safety during a crisis and letting go of those feelings and behaviors won\u2019t be immediate. The authors offer four strategies [&hellip;]<\/p>\n","protected":false},"author":10,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"default","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[71,63],"tags":[],"class_list":["post-28413","post","type-post","status-publish","format-standard","hentry","category-articles-fr","category-non-classifiee"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Returning to the Office Will Be Hard. Here\u2019s How Managers Can Make It Easier. by Constance Dierickx and Dorie Clark-HBR - Selectus Recruitment Consultants<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/selectusconsultants.com\/fr\/returning-to-the-office-will-be-hard-heres-how-managers-can-make-it-easier-by-constance-dierickx-and-dorie-clark-hbr\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Returning to the Office Will Be Hard. Here\u2019s How Managers Can Make It Easier. by Constance Dierickx and Dorie Clark-HBR - Selectus Recruitment Consultants\" \/>\n<meta property=\"og:description\" content=\"Illustration by Ojima Abalaka Summary.\u00a0\u00a0\u00a0The prospect of returning to the office brings up a range of reactions, from relief and excitement to fear and hesitation. 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