Current situation
I’m writing this post in March 2021, one year after classroom instruction had to switch to online instruction and most employees had to start working from home. Based on countless conversations I’ve had with higher education executives I can tell you that most departments face the same two challenges: isolation and fear of the future.
Working from home has been a blessing for many but not for all employees. Those who need to interact with coworkers to enjoy their work are suffering from isolation and lack of fulfilment in their jobs. Even employees who don’t miss being around coworkers tend to feel like they are working in silos and lost the feeling of belonging to something bigger than themselves.
The second common issue is fear of the future because employees worry about budget cuts, layoffs, reorganizations, and struggle to imagine what returning to campus will be like and if they will feel safe. How is everything going to unfold? Nobody knows.
Strong leadership is needed
If you are an executive in higher ed. and you haven’t had time to give much thought to employee morale, I don’t blame you. I understand how busy you’ve been dealing with crisis after crisis. That being said, it’s been a year now and it’s urgent to check in with your team members and find out how they are doing and what they need from you. It may be a few more months before you can meet in person like this article photo’s illustrates, but don’t let that stop you. You can help employees feel connected even while working remote.
Nobody expects you to be able to predict the future, but people need reassurance now. Even if you don’t know what is going to happen regarding enrollment, budgets, return to campus, instruction, program offerings etc., you still need to communicate with your team and make sure they know someone is leading and they are in good hands.
#1 Foster a stronger sense of connection
There is no cookie-cutter approach to this, so please do what you think is most appropriate for your team. I encourage you to help people see or remember how their work helps their coworkers and/or benefit students. Add meaning to their daily tasks and do your best to foster more communication and allow time for sharing news and updates. Employees will feel re-energize when they hear what others are doing, what is happening in the department, as well as connect with others on a more personal level such as discussing common issues related to working from home.
Think of ways you can show appreciation for your employees’ hard work, give thanks and praise (only when sincere), and make sure to highlight not just the efforts they made but the positive impact they had on your department’s mission. It’s important for you to communicate an inspiring vision and help each person see themselves as a valuable contributor to the mission and goals.
Consider taking the time to get to know your employees better. Obviously, be sensitive to their boundaries and back off if your interest seems unwelcome, but with those who appreciate you reaching out, make time to listen to what they wish to share. They may tell you about their kids, or taking care of elderly parents, or hobbies they love and talents you didn’t know they had. Reading this may surprise you because I am such a fan of productivity and time management that inviting chit-chat may be unexpected coming from me. Here is why: People are not just working from home, they are at home because of a pandemic and their entire lives are upside down. They lost access to many of the things that made them feel connected and gave them a sense of belonging. They may need a little extra care and warmth from you and their coworkers because they lost so much in their personal lives. This may not apply to everyone but for those who do feel isolated, your caring will mean so much to them!
#2 Bring a sense of certainty
Employee morale goes down when people’s fears are not addressed. If you are the type of leader who emphasizes that we don’t know what the future holds, your employees are likely to be highly stressed. Telling them that the future is uncertain doesn’t help because everyone already knows that. Your employees need to know you have a vision and you are proactive.
Please take some time to reflect on what you’ve learned over the last twelve months and look what is working and what is not working. Decisions need to be made. Strategies have to be designed. New guidelines need to be communicated. Show your employees that you are still the captain of the ship, even if you’re still in a storm, demonstrate confidence and help them trust you.
The key to embodying certainty is to be emotionally healthy. You need to know how to manage your stress and be calm, for your employees to feel reassured when they are in your presence. Remember that your emotions are contagious. People look to you for guidance and also for clues on how to feel.
To be clear, when I talk about bringing a sense of certainty, I don’t mean to be a know-it-all. In fact, people who act like they know everything are impossible to trust because they are poor listeners and lack open-mindedness. The quality to develop isn’t “knowing” but “being”. Be that person people would follow anywhere because they believe in your vision, your integrity, and your ability to lead them to success.
Are you up for the challenge? I know you don’t have extra time for this or for anything else, but please hear me out when I say employee morale deserves to be a top priority. People cannot perform well when they don’t feel well, and in all honesty, even if they could, wouldn’t you want to show kindness? The world needs more kindness and compassion. Lead by example. And the fact that it will increase employee loyalty and effectiveness is a nice bonus! I invite you to click here to schedule a complimentary call with me and discuss how I can help you be the leader your employees need right now.
About the author: Dr. Audrey Reille has empowered thousands of professionals through one-on-one coaching, group coaching, speaking engagements, and online courses. Audrey is the go-to coach for leaders in higher education administration. She empowers them to thrive by reducing stress, optimizing strategies, improving professional relationships, and developing a strong and empowered mindset.