Transitioning your Team to the New New Normal for Victim Assistance - - PDF document

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Transitioning your Team to the New “New Normal”

Alan Krieger Jennifer Amstutz

for Victim Assistance Programs Funded by: New York State Office of Victim Services

&

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

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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

Workshop Objectives: Key Leadership Qualities

• Realistic
• Detail-oriented
• Strategic
• Decisive
• Collaborative
• Calm
• Positive
• Empathetic
• Creative
• A Communicator
• Adaptable
• A Relationship Builder
• Self-controlled
• Confident

Poll: What Leadership Qualities will be most important as we transition? CHOOSE NO MORE THAN 5

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What Leadership Qualities Did We Think Were Important in a CRISIS?

43% 8% 3% 5% 23% 29% 11% 19% 22% 35% 24% 17% 19% 8% 29%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

NO ANSWER CONFIDENT SELF-CONTROLLED A RELATIONSHIP BUILDER ADAPTABLE A COMMUNICATOR CREATIVE EMPATHETIC POSITIVE CALM COLLABORATIVE DECISIVE STRATEGIC DETAIL-ORIENTED REALISTIC

EVALUATING THE REMOTE “EXPERIMENT”

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?

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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?

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?

BUILDING THE NEW NORMAL

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6/16/2020 5 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

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

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

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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

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

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?

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6/16/2020 7 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!

SUPPORTING STAFF

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

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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

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
• ther
• Encourage staff to engage in self-care
• Make staff mental health a priority
• Provide & encourage wellness opportunities

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

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• 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

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

Individual Coaching

• No project application required
• Individual Coaching

– Independent “ear” during transition – Explore new strategies and problem-solving ideas www.Calendly.com/ovs-ttar

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• jennifer@JAStrategies.com
• alan@KriegerSolutions.com

www.Calendly.com/ovs-ttar

Questions & Concerns?

Type them into the Chat Box

• r email us or schedule a phone call

Alan Krieger Jennifer Amstutz &

Thank You

for your time and participation!

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