Cue dramatic piano music….“It’s the NEW NORMAL”; “These are UNCERTAIN and CHALLENGING TIMES”; “This is UNPRECEDENTED.”
After more than two months of the stay-at-home orders, it appears that conversations are taking a sharp right turn from how we are adjusting to the ’new normal’ to how sick we are of hearing that the car dealership or local fast food chain is “here for me.” What do you mean you are offering no-contact pizza? You mean someone was manhandling my pizza before!?
As much as the term new normal is being overused, our reality is that the pandemic has changed the way that we do business and manage our staff. A spotlight has been cast on how we do our work and engage with our employees.
By this point, most organizations have likely begun the process of organizing teams and committees that are responsible for coordinating the transition back to life in the office: establishing social distancing guidelines, arranging work schedules, reconfiguring workspaces, ensuring everyone will have the needed personal protection equipment, establishing cleaning guidelines, and all the other logistical considerations. All very important and necessary tasks.
The work as a leader, however, doesn’t stop there. Managing the process and logistics gets you to the starting gate, but ultimately, the race will be won by those leaders who are able to help their employees manage the uncertainty and anxiety surrounding their return to the office.
The COVID-19 pandemic has created a level of workplace uncertainty never seen before. This uncertainty is testing the coping strategies of even the most resilient individuals. As humans, we are not programmed to be comfortable with uncertainty. Our brains want to know what’s around the corner so we can keep ourselves out of harm’s way. With moments of uncertainty, many of us assume the worst, over-personalize threats, and jump to conclusions. This often leads to uncomfortable feelings of anxiety, fear, and loss of confidence. We may overestimate these threats and underestimate our ability to handle them—all in the name of survival.
As you contemplate how you will show up as a leader, consider the following:
1. Assess and manage risk more proactively. We can no longer assume that the strategy that worked so well for the past 10 years will be the right one for the future.
2. Create or re-visit your talent strategy to align to your business strategy.
3. To be an effective leader during this time, it’s critical to recognize that everyone is coming back to the office from a different place―some are worried about getting sick, while others may be mourning the loss of a colleague or loved one. Some are worried about childcare and others are focused on the possibility of getting laid off. Many others will enthusiastically welcome being back in the office. The relationship leaders and managers have with their staff has never been more important.
Remember, stress and anxiety show up differently in people so you will find that some are more willing than others to discuss how they are coping. Some will get quiet while others will get hyper-focused, controlling or aggressive…. and everything in between.
Frankly, regardless of the size of your organization or your industry, when it comes to returning to the workplace, we are all in the same boat, wrestling with the same issues. Quite simply, addressing and responding to workplace uncertainty is the current leadership imperative. It isn’t the new normal. It’s the normal that has been emphasized by the current environment. Organizations that are proactive about addressing these dynamics will come back faster and stronger than those that don’t.
Leaders will play a critical role in creating calm and clarity, and helping their people manage through the transition back to the office. This is the time for them to step up, enhance their skills and flex their transformation muscle to lead their people in an increasing complex and unknown world.
CCI is working with many organizations to help them mobilize for the future by providing virtual workshops to help their leaders transition back to the office. We stand ready to leverage our experience and expertise to help you and your team accelerate the adoption of new ways of working and leading.
Mark Saddic
Director of Learning and Organizational Effectiveness
CCI Consulting
Lorraine Webb is a human resources and organization development executive with significant experience in the energy and utility markets.
Currently, Ms. Webb is Vice President of Human Resources and Organizational Development for Philadelphia Gas Works (PGW) and is responsible for all human resources and organizational development functions including compensation, benefits, recruiting, talent management, wellness, EEO, EAP, HRIS systems, learning and development.
Ms. Webb and her team have played a pivotal role of building a talent management program and succession planning process in the face of exiting baby boomers, while effectively managing significant challenges in terms of internal and external constraints.
Recently, Ms. Webb and her team were awarded the inaugural 2019 Employer of Choice award by the Office of Workforce Development, City of Philadelphia. This award recognizes exemplary HR practices.
Further, under her leadership PGW won the HR Department of the Year Award in
2011 and has been cited on numerous occasions as a Best Places to Work for
Minorities and Women in Engineering by Diversity Magazine.
Ms. Webb was an honoree for Philadelphia Leadership Awards for Women’s E News, 2010
Adding to her experience in the energy/utility arena, Ms. Webb has worked as an HR professional in the pharmaceutical industry, manufacturing and banking. Ms. Webb is passionate about coaching and enjoys helping professionals and executives reach their full potential.
Ms. Webb is a graduate of Binghamton University and is a member of SHRM.
Tom Sontag is the Executive Director, Human Resources at the University of Pennsylvania. In this role, he is responsible for the Learning & Education, HR Communications, Quality of Work Life, and Tuition Benefits functions. Collectively, these provide Tom with the opportunity to pursue his passion for talent development and workforce effectiveness.
Tom has worked at Penn since October 2011 and has nearly 35 years of experience in training and organizational development with large organizations. Before joining Penn’s Division of Human Resources, Tom held training and organizational effectiveness roles for organizations such as Development Dimensions International (DDI), PNC Financial Services Group, Citizens Bank, Drexel University, NRG Energy, and Covance. He earned a BA in English literature from John Carroll University, an MBA with a focus on human resources and leadership development from Duquesne University, and a Ph.D. in educational leadership from Drexel University. Additionally, he has earned the SPHR and SHRM-SCP certifications.
Peggy Verdi is a dynamic Human Resources executive with nearly 35 years of experience in HR strategy, change management, organizational design, executive coaching, team effectiveness, and talent assessment, development and management.
Peggy currently holds the position of Vice President, Human Resources and Administration (CHRO) at Subaru of America, Inc., overseeing all aspects of human resources and corporate facilities & services, its practices, and operations in order to meet the needs of the constantly evolving business.
Prior to joining Subaru, Peggy served as Chief Human Resources Officer at BAYADA Home Health Care and as Executive Director, Human Resources Business Partner/Change Planning at Bristol–Myers Squibb, a leading manufacturer of pharmaceuticals and biologics.
Peggy received a Bachelor of Arts in Liberal Studies with a focus on Labor Relations and a Master of Arts in Human Resource Management from Rutgers University.
Elizabeth Quarello (SPHR, SHRM-SCP) is an energetic senior HR leader with over 16 years of diverse experience in fast-paced corporate settings across a variety of industries, including management consulting, architecture, media, and biotechnology and pharmaceuticals. She is a hands-on leader and influencer with a passion for driving organizational change to create positive working cultures that enable organizations and individuals to realize their full potential.
Elizabeth is currently the Senior Director of Human Resources and Operations for Avid Radiopharmaceuticals, a wholly-owned subsidiary of Eli Lilly & Company. In this role, she is responsible for oversight of all HR functions, serves as a key senior leadership member, and oversees operational functions including HSE, compliance, contract administration, facilities management and administration.
Mike Higgins is a seasoned Human Resources leader with over 20 years’ experience in leadership development, employee/labor relations, performance consulting and executive coaching programs in the Retail, Financial Services and Healthcare industries.
In his current role as the Senior Director of Strategic Talent Management & Learning at The Children’s Hospital of Philadelphia, Mike leads enterprise-wide talent management activities, including leadership, professional skills, career and organizational development, succession planning, performance management and employee engagement for the Hospital’s 15,000 employees.
Mike holds a Bachelor’s degree in Secondary Education from LaSalle University, and a Master’s degree in Education (Corporate Education/Instructional Systems Design) from Pennsylvania State University.