Your frustration levels are off the charts at the moment, you’re furiously planning for the future but whatever you do you can’t seem to motivate your teams or service users.
I can’t imagine a more difficult time to try and plan for the future.
No one can really tell you what will happen over the next few months any more than I can tell what the weather will be like at Christmas…erm…cold is as bold as I’m prepared to be.
All of this uncertainty makes exact planning almost impossible whatever business you’re in or whomever you try to help.
Now, try to look at it from your team’s or your service user’s perspective.
Confidence levels are at rock bottom, they are seeing and reading everything you are; daily redundancies, area lockdowns, worry about the imminent return to school of their children and Brexit is still happening.
You have team members working from home who hate every minute of it and need the social interaction of their normal workplace; you will also have other team members for whom the thought of returning to the ”office” is filling them with dread.
When planning you need to keep all of these people in mind and go carefully, you should change and transform as quickly as your team members can cope with or you’ll be leaving some of them behind.
Be available…make sure that if you have homeworkers they still feel part of the team and part of the process, and that change is happening with them and not to them.
Flexibility and adaptability are going to be of paramount importance. We have grown to rely on technology over the last few months to enable us to be productive, why do we need to ditch it now? The future will contain both physical and virtual contact dependent on the type of interaction and/or the participants.
As stressed as feel your team members are just as worried about their own situation. By doing everything you can to elevate their concerns you may go along way towards removing your own.
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