Jeremy D. Stick Ph.D. Head of People and Culture at SafeBase.
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The past two years have been a blur. The only constant has been that change is inevitable. Despite not knowing what tomorrow will bring, each of us has continued to adapt and adjust to the new “normal.”
As part of the new normal, many of us “transitioned” from working in an office setting to working from our homes. I use the word “transitioned” loosely because, for most, it was in the office one day and at home the next day. Face-to-face interactions were replaced with Zoom meetings and the ever-common “You are on mute.” Uncertainty gripped the country and the line between home and work disappeared because home offices or workstations on the kitchen table meant we worked where we lived.
Many thought the abrupt “transition” to working from home would only last a few weeks before things returned to “normal.” Days turned into weeks and then weeks turned into months. If you were like me, trips to the pantry or refrigerator were seamlessly woven into your day. (Admittedly, those seamless trips resulted in gaining more than a few extra pounds.)
Without realizing it, we adapted to our new normal. For me, a traffic jam consisted of navigating four animals as I made my way to my home office with a cup of coffee in one hand and a bagel in the other. Slacks were replaced with shorts or jeans while shirt-and-tie combinations were replaced with polos.
While my dry-cleaning bill decreased and the evil scale continued to show an increase in my weight, I noticed changes in myself and other colleagues. Stress has always been part of our lives. However, global uncertainty coupled with job insecurity entered the mix. Working where we live complicated things even more because our personal and professional lives were combined. Internalizing everything became part of our “new normal.”
As the months progressed, organizations and their people adapted to this “new normal.” People put on brave faces each day and tackled the duties of their job. However, the internalization of fears and concerns slowly eroded the foundation of company culture, employee morale and job satisfaction. People were unable to focus on growth and achieving their full potential when they were focused on Maslow’s identified physiological and safety needs (i.e., food, water, warmth, rest, safety and security).
The ability to secure physiological and safety needs requires employment. When an individual believes self-preservation may be compromised due to their current employment situation, they begin looking for their next opportunity. With everyone being remote, the job market became a job seeker's dream. Loyalty and commitment to an organization were replaced with the idea that it is better to take flight versus staying to fight. As people leave, others in the organization begin to question what is happening. A single departure can turn into a mass exodus if there is an absence of trust, lack of transparency and unwillingness to ask questions.
The last several months have redefined normal yet again. Changes in the economy are forcing us to meet new challenges head-on. As leaders, we can adapt. We can survive. We can develop a “new normal.” However, we have a chance to craft our “new normal.” This is our chance to fight instead of taking flight. It is OK to be unsure or maybe even a bit afraid. You are not alone, and no one is asking you to internalize your concerns. Please reread that last sentence.
Do not be afraid to ask questions. Do not tackle this on your own. Do offer to be there for others. Do take time for just yourself. Do look for opportunities to bring out the best in yourself and others. Adversity is an opportunity to build relationships and accomplish something great. As the saying goes, "Diamonds are created under great pressure."
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