After two years of going through a pandemic most of us are tired, and lacking in motivation. How can you boost your staff’s morale? Management Today asked some experts
CREDIT: This is an edited version of an article that originally appeared on Management Today
Emma Robertson, CEO, Engine Transformation
The tools that served us well at the beginning of the pandemic have now lost their shine. Leaders need to recognise that life continues to be difficult – at work, at home, emotionally and psychologically. Keeping the conversation live that ‘it’s okay not to be okay’ is important.
The supportive environment of an office still needs to be replicated remotely. Businesses should look at implementing activities such as logging in to share a cup of coffee virtually every Monday to kick start the week as people would have done by bumping into each other in the kitchen at the office.
Knowing how individuals are feeling is vital to being able to offer support to those who may need it that specific week. If done correctly, leadership can motivate through optimism, hope and by instilling a sense of normality; we’ve got this, we’ve got each other’s backs and we will thrive together.
Charlotte Coughlan, managing partner, The Brooklyn Brothers
Staff motivation comes down to three things; communication, planning and opportunities for growth. Staying in touch, and engaging with staff, should be top of your list of things to consider while homeworking continues for the coming months. Give feedback, ask for it in return, and make an extra effort to ensure your employees are engaged and heard.
Plan, plan and plan – again, not only for your business but also to give your employees a sense of what is expected from them – so that everyone is working towards a common goal.
Finally, provide everyone with new opportunities and challenges. Motivation starts with the day-to-day work; traditional perks should be considered an extra bonus.
Rob Dartnall, CEO and head of intelligence, Secalliance
We usually do one activity a month; an online escape room, a quiz show, capture the flag, etc. Something that is a little different and injects some fun.
This year I decided to do something different in addition and, since it is very important to me, I will offer the team the opportunity to do group training. Rather than individual training plans, we decided to get at least six people booked on the same course, not only to support each other but also to do something different from their day-to-day jobs.
Training, learning and certification in our industry is critical, and something our staff thrive on; it makes them look forward to turning their laptops on in the morning and sharing their new skills across the team. In 2022 I have committed the team to having more time for training and personal research projects. This, I believe, is a good antidote to the WFH pandemic.
Naleena Gururani, chief people officer, Hyperoptic
Recognition is key – we focus on recognising the team whilst celebrating the individual. The feeling of belonging is an important aspect of continuing to stay connected in these trying times, to help employees link to a higher purpose. This can only be achieved through active listening and effective communication channels, so that there is a true, two-way, dialogue.
It’s also important to offer flexibility and empower staff so that they feel comfortable about bringing their whole selves to work. This has always been important but, when external circumstances are challenging, it ensures that everyone feels valued and views the organisation as a community where they are working together to achieve great things.
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