Insights from the field
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:
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:
In order to make the transition; any shift means spending time in the gray which is called the neutral zone in the Bridges model:
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:
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 firstname.lastname@example.org.
Bill Walton Sales Training has over 60 years of collective Fortune 500 company experience in Sales, Sales Training and Field Sales Management. Our specialty is preparing individuals and organizations to present their value propositions in a way that results in higher close ratios. Our team are un-blurring the lines of differentiation between their client's fiercest competitors.