Managing Your Organization's Transition to Remote Work

​The current COVID-19 Pandemic is forcing us all to shift – personally and professionally. With lockdowns in affect in most states and municipalities, workers of all types are being forced into remote work. For some, it’s no big deal. For others, it’s a huge transition as limited human contact, lack of access to printers, and the removal of informal networks is now gone. 
 
There is an emotional and technological shift that needs to happen in organizations that need to get the right work done. For big companies, their well-funded IT departments can easily grant broader remote access to their network and employees have the needed computing and telephony power to connect and collaborate. Not so for public institutions and those working in smaller organizations where the IT department is “me,” or where showing up has historically been part of the job. 
 
So here are some considerations to ponder through the prism of a transitions model made famous by William Bridges and his organization:

There are three phases that occur in this transitions process: 

• Endings
• A Neutral Zone
• New Beginnings

 Endings
As employees enter their new remote work situation, they must get closure on what used to be. In an office environment, showing up and going to a place began a rhythm of the day and shared calendars created structure. In the case of lockdowns, this ending period has already happened. Most workers have the ability to anticipate change and to prepare for the impact of it. Over the past few weeks we’ve been thrown into the arena with little notice.
Endings often include:

• Dealing with loss: The idea of change is often synonymous with loss.  Individuals giving up their office or work area may no longer feel centered in what their impact is or in how they will get work done, especially through others. 
• Letting go:  Detaching from the way things were is a process that is not easy but is critical for a transition process to flow.  The key for organizations is to communicate and reinforce a picture of a near-term future that includes expectations and measurements so people can make room for the new reality.          
• Meeting the new reality: The key is to get into a work rhythm with less wear and tear- to have your employees accept change as it is- a transition that will achieve its own level in time.

 Recommendations:

• Invest in a technology transition team to help employees get up and running and stay there with easy access to your network and configured PCs and smartphones
• Communicate expectations during the transition in two-week blocks 
• Organize an informal best practice cohort for those who may need help transitioning to home work
• Share tips for getting a household to respect work activity and the impact of interruptions

 A Neutral Zone  
In order to make the transition; any shift means spending time in the gray which is called the neutral zone in the Bridges model:  

• Experiencing confusion & chaos: This is where employees get caught between last week and this week, and neither of them seems to be working.  This phase of a transition is difficult due to the uncertainties and ambiguities that exist in areas like priority setting, feedback loops and timelines.  
• Questioning “It”:  Anxiety and worry may set in around how people fit in to the new order of things.  Everyone wonders if they will be successful in the new way of working and by when.  
• Exploring new options: As employees approach the New Beginnings phase, people start testing out new ways of working, collaborating and thinking - trying new alternatives and resetting their expectations.

 Recommendations:

• Acknowledge that this is an uncomfortable time that can be turned into an advantage for everyone with the right focus
• Set short range goals and checkpoints for the new way of doing things
• Take advantage of any and all training programs to support your people in their job through the transition

 New Beginnings
The new beginning is the destination, the desired new state.  In the case of the pandemic, this might be simply be the ability to go back to the office. But the economic impact of the virus will place an emotional rather than a structural phenomenon on employees. Based on current business social media posts, so many are pledging to be resilient and ready; taking care of mind, body and spirit:  

• Trying on new thoughts and actions: Attitudes and beliefs that were once rejected are now being sampled on a small scale during the course of the day.  Confidence and excitement build as individuals embrace the change. More people are getting outside and lunch, practicing mindfulness and acknowledging areas of gratitude.
• Embracing new approaches: New work methods and attitudes will get integrated into the day to day.  People at this stage have found excitement in connecting with people online with video and comparisons of each other’s daily routines. People in the is stage will have their confidence restored in a better day as a result of this transition. 
• Productivity:  People in this stage have acclimated to the new organizational expectations and ways of operating. A feeling of pride in completing something significant is shared across the organization.

 Recommendations

• Reward those who dive into the new situation with total energy and commitment
• Take the lead in building new relationships - endear yourself to others

• Find valuable parts for everyone to play in the transition
• Model the attitudes and behaviors you are looking for others to develop
• Celebrate early successes and quick wins

Going forward...
Change and transition will only be successful if leaders and organizations address the stages of transition they are experiencing right now. Supporting people through an orderly transition, rather than all ahead full is essential if the change is to work as planned. Employees will need an opportunity to reflect on how their organization is changing and develop some new ways to think about change, even while they’re in the midst of it. High performing organizations are helping individuals develop skills critical to their personal and collective success when working in any environment.  
 
For more insight or to share best practice, please visit www.billwaltonsalestraining.com       
​or connect with Bill Walton at bwalton@billwaltonsalestraining.com.