Morale

As we approach yet another ‘curtain call’ by the lifting of restrictions or unlocking, as business leaders we are looking at how we can navigate the next year or even just the next quarter.?From business challenges?to keeping our workforce and our businesses intact, we continue to pick up the pieces from a period like no other.

Many of haven’t seen our daughters, Mums, brothers and other loved ones for more than 18 months.?And whilst we are still adjusting to a every changing normal during this pandemic we are also now looking beyond and to what we know will be our biggest challenge – morale.?

Our people and business leaders from everywhere and every company are experiencing extreme fatigue from?too many Teams calls, operating in isolation, and the professional, personal, and family stress of the pandemic lifestyle.” Said Barry Piper, General Manager Asia at Cooper Turner Beck, “simply put, people are burnt out.”

As some can begin to see the light at the end of the tunnel for the umpteenth time, as business leaders we have an important task of boosting morale or facing the consequences later.?Based on how we have treated our people during this uncertain time over the last 12 to 18 months, our people are either going to stay loyal or seek new employment once the crisis comes to an end or at least when it reaches a more predictable stage.

There are a few things that we should consider now to help reignite morale within our businesses and ensure our people feel valued.

1. Find creative ways to engage your people

Given the increase in video calls, Teams fatigue is a very real issue.?Instead of the now-standard video happy hour to connect with colleagues, look at unique ways to bring the team together and engage with them.?Invest in doing something different.?A simple change in the routine adds a little bit of excitement to a workweek that can start to feel like Groundhog's Day.

2. Restate and restore your company vision, purpose and values.?

We have to believe that there's a better day ahead, and that as a business leader we have not just a vision and purpose, but we have values that have genuine local meaning for the future of the organization, and the plan to get there and the commitment of all our people to make all 3 a reality.?In our C&T China family we are clarifying / updating our vision and purpose of where our company is headed and we are localizing and adding local meaning to our global values.?Most important, I suggest as business leaders we should engage even more with our people so that they know that each of them plays a unique role in our company's success.?Our vision guides where our company is going and unites our people in working toward a greater purpose.

3. Give culture a HIT workout.

Culture held our companies together during the crisis and culture is powering companies to climb out.?Now is the time to double down on culture as our unique differentiator.?Culture that unique force that connects people in a company.?Sometimes new employees can struggle to connect with culture in a virtual workspace.?Strengthen we are strengthening our culture by restating with local meaning and reinforcing our global company values.?WE have established consistent communication protocols and continuously provide recognition for behaviours consistent with our values, and challenges those behaviours that are not.?These key aspects of company culture will help us?attract and retain top talent.

4. Set goals in short term sprints.?

Throughout the past year, the economy has constantly been evolving.?While some markets, industries and businesses flourished, many came to a halt.?Bouncing back will not happen overnight.?Breaking down annual goals into short-term sprints will give our people realistic goals to focus on and reach.? And then when each goal is met, we will celebrate with our people – that means for our CTA China family one thing – lots of cream cakes!?These small moments of celebration will be what our people look back on when considering leaving a company.

This has been a tough period in so many different ways for different people - and it continues.

The challenges that we face as business leaders and our people have had to face inside and outside of work are some that we have never seen before.? However, with news of vaccination rates trending towards herd immunity and possibility of returning to some semblance of pre-pandemic life is becoming a reality.

As business leaders we must be compassionate of the fatigue that our people are feeling, or they will start to lose the talent they have. ?They must also manage their own fatigue, as they are not immune to stress or burnout. Doubling down on our company vision, purpose and culture so that it means something for them ensures that our people feel like they are contributing to the larger picture and will stay dedicated to us for years to come.