6/16/2020 Jennifer Amstutz & Alan Krieger Transitioning your Team to the New “New Normal” for Victim Assistance Programs Funded by: New York State Office of Victim Services 1 Upcoming Webinars June 16, 2020 – Transitioning your Team Back to the New Normal June 24, 2020 – Coping with Loss and Grief June 30, 2020 – Motivating Staff in the New Normal July 8, 2020 – Building and Sustaining Personal and Professional Resilience July 16, 2020 – Coaching to High Performance July 22, 2020 – Supporting Others in Managing Stress July 29, 2020 – Evaluating Performance 2 Chat box is below Send chat to “all panelists” If you move your cursor on the screen the menu below will pop up and the icon for the chat box is the blue one in the center with the balloon in it. (Yours may be gray). 3 1
6/16/2020 Workshop Objectives: In this workshop, we will present: • How to evaluate working remotely • Ways to incorporate improvements into the new normal • Strategies for leading a team with some remote and some in the office • Ways to continue to support staff during an unstable and stressful time 4 Key Leadership Qualities • Realistic • Empathetic • Detail-oriented • Creative • Strategic • A Communicator • Decisive • Adaptable • Collaborative • A Relationship Builder • Calm • Self-controlled • Positive • Confident 5 Poll: What Leadership Qualities will be most important as we transition? CHOOSE NO MORE THAN 5 6 2
6/16/2020 What Leadership Qualities Did We Think Were Important in a CRISIS? REALISTIC 29% DETAIL-ORIENTED 8% STRATEGIC 19% DECISIVE 17% COLLABORATIVE 24% CALM 35% POSITIVE 22% EMPATHETIC 19% CREATIVE 11% A COMMUNICATOR 29% ADAPTABLE 23% A RELATIONSHIP BUILDER 5% SELF-CONTROLLED 3% CONFIDENT 8% NO ANSWER 43% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 7 EVALUATING THE REMOTE “EXPERIMENT” 8 Team Experience • How did the transition to remote work go for your staff? • What did the team gain? • What issues developed during the crisis that should be addressed going forward? • What new tools/strategies are you using successfully? • What have you been missing since you started working remotely? 9 3
6/16/2020 Evaluating Remote Performance • Which tasks work best remotely? Which are better in person? • Which staff members struggled to be productive in the remote work environment? • Which staff members were especially productive while remote? • How engaged and responsive were they to each other and to you? 10 Checking in with Staff • What new work strategies have they developed (boundaries, time management) that they would like to continue? • How have they found remote work? • How do they feel about returning? • What do they expect from the workplace after COVID-19? 11 BUILDING THE NEW NORMAL 12 4
6/16/2020 Develop Workplace Staffing Patterns Determine: • How many staff can and must return to the workplace based on space and program needs • Who has strong reasons to continue to work remotely for risk or caregiving reasons • Who would like to continue to be remote for personal preference • How much flexibility your agency has on continuing remote work for those who want it but don’t need it • Who should stay remote for productivity reasons • Who should return to the office for productivity reasons 13 Develop Workplace Staffing Patterns Develop a plan that balances: – Agency Policy – Issues and needs of different staff – Staff desires – Client needs – Program productivity Consider staggered work hours to accommodate staff needs/wants and space limitations Anticipate staff reaction to the plan, have a consistent message, and plan to take time to listen and discuss 14 Setting Clear Expectations Continue to set clear expectations, and update as needed: • Agree on work hours and check ins • Be clear about any expectations that changed during remote work – What continues? What doesn’t? • Decide on what projects are current priorities • Link work back to immediate mission and core values • Encourage problem-solving 15 5
6/16/2020 Communication As people transition, remember to: • Make sure everyone understands new policies and expectations • Check in regularly – both individually and with the team – and be an active listener • Create communication strategies that link in- person staff with remote workers 16 Transitioning Gains Do not simply return to the “way things were”. Look at practices that were successful during remote work and incorporate: • Remote meeting strategies that will enable both remote and workplace staff to connect • New communication methods • Time management strategies 17 Adding back in the best parts of the “old” • What can we add to our process that was great in the “old normal” • How can we adapt some aspects of the old ways to fit our new hybrid? • How can all this enhance service to our clients? • How can all this enhance our staff’s experience and safety? 18 6
6/16/2020 Addressing Issues • Assess the strength of your team • Note any areas of conflict or stress • Address individually or as a team as appropriate • Start now! 19 SUPPORTING STAFF 20 Providing Support For many people, returning to work will be as or more stressful than the initial pandemic. Continue to: • Ask how people are doing and actively listen to the answer • Expect variations in work-flow due to stress and new protocols • Help staff members troubleshoot issues and road- blocks • Encourage a “can do” culture 21 7
6/16/2020 Motivation Continue to : • Create a focus on immediate mission and core values • Connect individually - each person will respond and relate differently, facilitate • “See” the work people are doing and give positive feedback (be specific) • Quickly correct misinformation and address dissatisfaction 22 Boosting Morale Continue to: • Provide opportunities for coworkers to connect socially – both remote and in person if possible • When possible, give staff a chance to help each other • Encourage staff to engage in self-care • Make staff mental health a priority • Provide & encourage wellness opportunities 23 Managing in Times of Crisis 1. Acknowledge what is happening 2. Check In – Group and Individually 3. Reduce or redistribute work 4. Take on additional emotional burden 5. Pay attention to team member’s well-being 6. Create safe(r) discussion groups or spaces 7. Develop a formal response 8. Practice self-care 24 8
6/16/2020 • Training and Technical Assistance at NO COST to OVS funded VAPS • Training, coaching and consulting can all occur remotely • For more information: https://ovs.ny.gov/training-technical-assistance- request 25 Sample TTAR Projects • Staff Team Building Retreat (via Zoom) to help staff who have been isolated re-engage • Planning Retreat to facilitate discussions about remote work successes and incorporate them going forward • Customized training or individual coaching for leadership to help supervisors successfully transition staff back to the workplace • Training for agency supervisors related to: – Performance management, setting expectations and providing feedback – Coaching and motivating staff to high performance 26 Individual Coaching • No project application required • Individual Coaching – Independent “ear” during transition – Explore new strategies and problem-solving ideas www.Calendly.com/ovs-ttar 27 9
6/16/2020 Questions & Concerns? Type them into the Chat Box or email us or schedule a phone call jennifer@JAStrategies.com alan@KriegerSolutions.com www.Calendly.com/ovs-ttar 28 Jennifer Amstutz & Alan Krieger Thank You for your time and participation! 29 10
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