Re-imagining work, reclaiming life - a post-pandemic strategy

Karen Natzel
BridgeTower Media Newswires

The seeds of this article were planted during a discussion about the overwhelming number of meetings via videoconferencing. To be fair, it has been impressive what businesses have done to rapidly pivot during this pandemic. For the remote worker, we’ve generated makeshift home offices complete with laptops, microphones and cameras; we’ve built proficiency in Zoom and Microsoft Teams; and we’ve found creative ways to engage.

The pandemic has presented us with a series of trade-offs in the work world. In its disruption, the pandemic has illuminated priorities and possibilities. If we take note, we can design work environments and norms that serve us – not the other way around.

Work/life balance

Working from home has given some people more work/life balance, and others less. The boundaries are blurred. Now, laundry can be done during a break, the dog can be walked at lunch time, and a conference call can be done while making dinner. Emails are answered in our pajamas while we drink our morning coffee and reports are written in the evening after the kids go to bed.

We “found time” with the absence of a commute, yet “no commute” translates to no time for thinking or decompression before and after a workday. With little time to prepare or reflect, we become robotic zombies, and not creative, strategic and inspired team members.

Virtual conversations

With videoconferencing we see our mask-free colleagues’ faces, allowing us to read facial expressions, interpret body language, and feel just a little more connected (or at least a little less isolated). The Economist notes, however, that “internet chats disrupt the automatic, split-second cues on which conversation relies.” Many of us have seen our colleagues virtually in their homes, bringing a new familiarity that grants us more authentic perspectives of each other. We have also experienced anxiety from the discomfort of “being on” for the camera and being seen in what feels like an unflattering light.

Trying to engage virtually, constantly monitoring the faces on screen, and navigating the awkwardness of the space is exhausting. Psychologists have labeled this “Zoom fatigue” and define it in Psychology Today as “the tiredness, worry, or burnout associated with overusing virtual platforms of communications.” With 300 million participants a day on the Zoom platform alone, one can start to see the potential impact of this phenomenon.

And to amplify matters, since there is no longer a need to physically travel to and from meetings, companies have devoured that time with back-to-back virtual meetings. People are resorting to taking care of other business during an unrelated meeting – giving neither their focus nor presence to either one. Our “increased ability to virtually multitask threatens our attentional capacity,” the Psychiatric Times stated. This results in feelings of disrespect, frustrations, poor communications, a lack of attention to nuances and details, and a dip in quality.

While the intent of these meetings might be to keep people informed, move initiatives forward, monitor project deliverables, and stay connected, its unintended consequence can be burnout.

Post-pandemic game plan

I contend that we are too early in this stage of the pandemic to know all of the beneficial and detrimental impacts of working remotely. It is not, however, too early to leverage our insights to make a post-pandemic game plan.

Many of my clients have been pondering these questions: “What should our post-pandemic work life look like? How should we operate?”

Learning to foster connection and culture, with or without in-person time together, should be paramount. People have reported liking work from home, while missing the camaraderie and collaboration – they feel isolated and out of the loop. Without clear accountabilities or structure, we can mistakenly default to being busy. Just notice how often people use that word! Busyness does not equal productive or rewarding. Be careful about wearing “busy” or “burnout” as a badge of honor. Meetings are neither inherently good nor bad; however, back-to-back virtual meetings are not sustainable for mental well-being, quality of work or productivity.

As some gathering restrictions begin to ease, many people have expressed difficulty socializing. From not finding the right words, to feeling more awkward in in-person social interactions, people feel they are rusty on the communication basics. One client is looking at offering a series of 30-minute training vignettes to help staff re-enter with a refresher on communications, emotional intelligence, and life/stress management.

Take the K Challenge:

Leverage this time to reimagine your work world – your culture, protocols/processes, meeting structure and effectiveness, accountabilities, reporting systems, etc.

Cease holding unnecessary meetings. Do a communications audit to find out types of meetings being held, their frequency and purpose, who should attend, how you will report out, etc. so that it best serves your organization’s needs.

Stop unnecessary videoconferencing. Zoom fatigue is real. Pick up the phone. You’ll likely find you save time and build better rapport.

If you must videoconference, be present and focused. Be OK with the silent gaps that inevitably occur after making a request or asking a question. Also consider hosting meetings that are shorter than an hour to create a buffer between meetings.

Create a commute. Take a walk around the block before and after work as a way to delineate the workday starting/ending points.

Eliminate the word “busy” from your lexicon. Shift to being purposefully and sustainably productive.

Ask team members what they need to feel equipped and supported in making the transition to your organization’s next chapter of work.

We have a pressing need and opportunity to cultivate a thriving new work community. What will you create?

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Karen Natzel is a business therapist who helps leaders create healthy, vibrant and high-performing organizations. Contact her at 503-806-4361 or karen@natzel.net.