“WORKPLACE WISDOM DURING COVID-19”

"WORKPLACE WISDOM DURING COVID-19"

By Walter L. Smith III (WS-3)

"Awareness is key when combatting the unknown." (WS-3)

Planning and prevention is preemptive to the recurring incidence thereof.." (WS-3)

Gallup has studied global citizens' worries, fears and confidence during nearly every major crisis of the past eight decades -- including the Great Depression, Pearl Harbor and World War II, the Kennedy assassination, upheavals and riots in the 1960s, 9/11, the 2008 global financial crash, and now the COVID-19 pandemic.

One thing is clear. Global citizens look to leadership for a crisis management plan -- and to provide confidence that there is a way forward that they can contribute to.

In times of crisis, there are two directions human nature can take us: fear, helplessness and victimization -- or self-actualization and engagement. On the latter, if leaders have a clear way forward, human beings are amazingly resilient. There is a documented "rally effect."

Gallup meta-analytics have found four universal needs that followers have of leaders:

• Trust
• Compassion
• Stability
• Hope

Effectively leading looks like this..

1. My leadership has a clear plan of action.

Current Gallup tracking shows that only 39% of U.S. employees strongly agree that their employer has communicated a clear plan of action in response to COVID-19.

2. I feel well-prepared to do my job.

Just over half of employees (54%) strongly agree that, considering the recent impact of COVID-19 on their job, they feel well-prepared to do their work. We are all adapting to this massive disruption.

A Gallup meta-analysis has found that during high-stress times, management approaches need to go back to the basics of clarifying expectations, reviewing material and equipment needs, and readjusting roles so that people can leverage their strengths in new ways. Further, each employee needs to see how they fit into the bigger picture of the organization -- its mission and purpose.

3. My supervisor keeps me informed about what is going on.

The supervisor or manager is the key conduit, responsible for translating the organization's response to COVID-19 for each employee. Only the direct manager can know each employee's situation, keep them informed, and adjust expectations, coaching and accountability to inspire high performance.

Less than half of employees (48%) strongly agree that their immediate supervisor keeps them informed about what is going on in the organization as it relates to the impact of COVID-19.

4. My organization cares about my wellbeing.

Before the novel coronavirus outbreak, work and life were more blended than ever before. Now, with millions of people required to work from home and with millions of kids kept home from school, blending work and life is even more complicated -- and it's creating all kinds of unprecedented stress on employees' health and wellbeing.

A key predictor of low worry and high confidence is whether each employee believes, and experiences, that the organization is looking out for their best interest.

Gallup has found five elements of wellbeing that each organization can act on in many different ways: career, social, financial, community and physical.

When asked to consider the recent impact of COVID-19, less than half of employees (45%) strongly agree that their organization cares about their overall wellbeing.

Again, a key predictor of low worry and high confidence is whether each employee believes, and experiences, that the organization is looking out for their best interest.

5. Over the past 24 hours, how often have you been practicing "social distancing"?

Scientists studying COVID-19, designing sophisticated models and projections, believe extreme measures of social distancing will be necessary to "flatten the curve of this pandemic".

Employers play a major role in setting the expected norms, reinforcing what has proven to work in flattening the curve -- and the essential role employees play -- so that everyone can get back to "normal" life sooner rather than later.

We are fortunate to have technology to keep us together. But we all now have a responsibility to do something temporarily that defies our human nature -- to distance ourselves socially.

Only 27% of U.S. employees, as of March 19, say they "always" practice social distancing. Another 40% say they practice social distancing "very often."

Here is some SAGE ADVICE to follow, during these unusual times..

Angela Blanchard is a globally recognized expert practitioner in community development. From long-term disaster recovery, to effective integration of immigrants and refugees, Blanchard's breakthrough strategies have successfully revitalized neighborhoods, while providing a powerful road map for cities across the globe. Angela works with business, civic, and nonprofit leaders tackling complex challenges of community transformation.

'The human spirit is not extinguishable'.. Meaning, the fight in you and me will not be dampened by difficulty, unless we allow it to be!

1. No one is coming. We must move at the speed of need. Don't wait. Work. 
2. You may not be at fault, but you're responsible. This disaster chose us. We must own it.
3. You can't build on broken. Pay attention to the strength, skills, and aspirations of those around you. Build on those.
4. Do what you can with what you have, where you are. Right now.
5. There is nothing more powerful than a family, company, community in tough with its own aspirations and principles. Revisit the principles that will guide your decision making as you move through this unprecedented period. 
6. Allow everything that is not destructive. Especially art, music, and dance. Even in disaster, people need joy.
7. Isolation is a breeding ground for rage and despair. We may be physically distant, but we must remain spiritually, emotionally, socially connected. Connect today.
8. At every milestone, there will be gratitude and grief in equal measure. Even as we recover, we will also see what has been lost. Allow gratitude and grief to reside in your heart together. 
9. Practice loving detachment. Others may not behave as would want. We learn not to react to panic and fear, even as we manage our own. 
10. There is enough to go around. Act as if it's true. 
11. When you come to the fork in the road, between resignation and acceptance, take the path of acceptance. No whining. 
12. People can survive individually, but they thrive collectively. Place your faith beyond survival. 
13. Leaders practice "When I know, you know it." People can handle the truth. We unravel when we are forced to play detective in a disaster. If you want people to follow you, you don't have to be certain, but you must be transparent. 

I'm encouraging my team at ACO 2580 to be THOUGHTFUL, CARING and CONSIDERATE of one another, as it pertains to the guidance and oversight of the RCC and the DOC.

Whatever political, religious or social disposition you and I have about this pandemic, put others above yourself by making sure we honor the Code of Conduct that's been provided by the RCC.. WS-3

#TogetherWeWin #ACO2580 #RCC #DOC #2020Census

"Innovation.  Intelligence.  Integrity."

Walter L. Smith III (WS-3)

CEO/Principal

WS-3 Enterprises & Associates, LLC.

(www.WS-3.com)

https://ws3enterprises.blogspot.com

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Rochester, MN 55901-9998

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**Gallup Strengths: Positivity, Learner, Connectedness, Responsibility, & Activator

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