Human resources experts and lawyers are in greater demand than ever during this period, when leaders' values and management methods are fundamental. This crisis is becoming the ultimate test for any company to analyze its trust in its employees and that of its employees in the organization. The principles established and the degree of autonomy of a team are the key factors for getting through the adaptation phase. Companies that have already established solid values will find it easier to stay the course, despite social distancing. Capitalism and sales are no longer the winning factors. It is through integrity that a team will succeed in maintaining cohesion and moving business activities forward. The strength of a corporate culture has never been more decisive. Mandatory confinement has several effects on an organization's financial state, both positive and negative. It is normal for a team's synergy to be disrupted afterward, but how can a corporate culture be protected following all these unforeseen changes?
Stay present
Marie-Joëlle Charlebois, talent development strategist at Rhum , suggests that we need to redirect our focus to the human side of our strategies: "We must first and foremost refocus on our human values. An employer's primary responsibility is to take care of people's physical and mental health. Our work practices must now be extremely flexible. Ensure good communication to foster contact with our people by maintaining our team and individual meeting routines. An excellent example of a ritual would be Legault's press briefings, every day at 1 p.m. Establishing rituals reduces people's anxiety, even if it's not to announce big news." Constant and consistent communications become fundamental in a crisis situation. According to her, an employer must focus even more energy on weekly individual monitoring of each person and have an approach adapted to their context. Everyone experiences their own challenges according to their familiar situation, their personality type, and their specific needs. Transparency is once again the most advocated value. Ironically, this is the time to be closest to your team.
5 practical ways
Teleworking requires several habits to be established to ensure that the corporate culture is well understood by everyone. Catherine Privé, member of the CRHA and president and associate consultant at Alia conseil inc , presents 5 concrete ways to put in place:
- First, set clear goals and expectations, without micromanaging. If everyone shares the vision, it will be easier to establish this structure.
- Create a sense of closeness between each individual. It is necessary to build trust in person and prioritize informal communication.
- Optimize your communications by assigning a person to lead and structure each meeting. Chaos can quickly arise with virtual communication.
- Fostering a sense of belonging is another way to ensure remote collaboration. This includes encouraging recognition and celebrating successes, whether large or small.
- Finally, emphasize the power to act. Offer a sense of power over the situation to be able to offer solutions and encourage questions.
Reinvent yourself
The crisis situation pushes people to confront their limitations. Some manage to create a new way of doing things as a defense mechanism, while others freeze. Humans are sociable beings, as the famous Aristotle pointed out, and in a dangerous situation, they are more inclined to gather in groups to form a sense of solidarity. "We see people's true nature, we can strengthen ties if we take care of them, even in remote mode. We must prioritize maintaining this culture," says Marie-Joëlle Charlebois. A team leader is called upon to solidify this bond and build trust among their employees. It will become natural for the team to share their tips internally and take initiatives.
“It’s an incredible opportunity to reinvent ourselves!” emphasizes Geneviève Rousseau, head of culture and talent development at Designstripe . “This period opens us up to all possibilities. We can create work that isn’t necessarily synchronized, create a flow that doesn’t always depend on others. We can change our habits and build a more resilient team.”
Keeping a united team
Many have had to make their teams undergo unexpected and heartbreaking changes. Temporary layoffs, unemployment, and time-sharing programs have hampered the transition for many managers. Marie-Joëlle Charlebois has supported several organizations in this type of very delicate situation. "You have to trust people. This is an exceptional situation, and you have to know how to plan your messages well and stay close to them. There is a way to do things with respect and humanity," she says. As for the rest of the team, active listening and regular check-ins will help prevent motivation from collapsing. It's normal for everyone to wonder if they'll be next, but no one should be left in doubt for an interminable period. Communication, clarity, and consistency will be essential. Employees must rediscover meaning in their tasks and their presence in the organization.
How to maintain your corporate culture?
Human resources experts and lawyers are in greater demand than ever during this period, when leaders' values and management methods are fundamental. This crisis is becoming the ultimate test for any company to analyze its trust in its employees and that of its employees in the organization. The principles established and the degree of autonomy of a team are the key factors for getting through the adaptation phase. Companies that have already established solid values will find it easier to stay the course, despite social distancing. Capitalism and sales are no longer the winning factors. It is through integrity that a team will succeed in maintaining cohesion and moving business activities forward. The strength of a corporate culture has never been more decisive. Mandatory confinement has several effects on an organization's financial state, both positive and negative. It is normal for a team's synergy to be disrupted afterward, but how can a corporate culture be protected following all these unforeseen changes?
Stay present
Marie-Joëlle Charlebois, talent development strategist at Rhum , suggests that we need to redirect our focus to the human side of our strategies: "We must first and foremost refocus on our human values. An employer's primary responsibility is to take care of people's physical and mental health. Our work practices must now be extremely flexible. Ensure good communication to foster contact with our people by maintaining our team and individual meeting routines. An excellent example of a ritual would be Legault's press briefings, every day at 1 p.m. Establishing rituals reduces people's anxiety, even if it's not to announce big news." Constant and consistent communications become fundamental in a crisis situation. According to her, an employer must focus even more energy on weekly individual monitoring of each person and have an approach adapted to their context. Everyone experiences their own challenges according to their familiar situation, their personality type, and their specific needs. Transparency is once again the most advocated value. Ironically, this is the time to be closest to your team.
5 practical ways
Teleworking requires several habits to be established to ensure that the corporate culture is well understood by everyone. Catherine Privé, member of the CRHA and president and associate consultant at Alia conseil inc , presents 5 concrete ways to put in place:
Reinvent yourself
The crisis situation pushes people to confront their limitations. Some manage to create a new way of doing things as a defense mechanism, while others freeze. Humans are sociable beings, as the famous Aristotle pointed out, and in a dangerous situation, they are more inclined to gather in groups to form a sense of solidarity. "We see people's true nature, we can strengthen ties if we take care of them, even in remote mode. We must prioritize maintaining this culture," says Marie-Joëlle Charlebois. A team leader is called upon to solidify this bond and build trust among their employees. It will become natural for the team to share their tips internally and take initiatives.
“It’s an incredible opportunity to reinvent ourselves!” emphasizes Geneviève Rousseau, head of culture and talent development at Designstripe . “This period opens us up to all possibilities. We can create work that isn’t necessarily synchronized, create a flow that doesn’t always depend on others. We can change our habits and build a more resilient team.”
Keeping a united team
Many have had to make their teams undergo unexpected and heartbreaking changes. Temporary layoffs, unemployment, and time-sharing programs have hampered the transition for many managers. Marie-Joëlle Charlebois has supported several organizations in this type of very delicate situation. "You have to trust people. This is an exceptional situation, and you have to know how to plan your messages well and stay close to them. There is a way to do things with respect and humanity," she says. As for the rest of the team, active listening and regular check-ins will help prevent motivation from collapsing. It's normal for everyone to wonder if they'll be next, but no one should be left in doubt for an interminable period. Communication, clarity, and consistency will be essential. Employees must rediscover meaning in their tasks and their presence in the organization.