Performance is going to have a new meaning, thanks to COVID 19. Speed, agility, innovation, flexibility, contribution, teamwork, etc. are words we would hear more and more in the organization circles. These are unprecedented times and therefore require a very different response. While organizations have their mechanisms – culture code, values framework, purpose, mission, vision, and leadership drive, one aspect that would require significant focus would be team health. COVID 19 has, in many ways, disturbed and disrupted the overall health of a significant majority of teams. As one looks around it is evident that teams have been on overdrive. The working hours, in a work from home (WFM) format have been significantly longer, often eating into the weekends. Tasks, calls, learning sessions, reviews have increased significantly for many. The feeling on being alone, yet being part of a team is not always a pleasant.

Anxiety and stress is here to stay

The initial phase saw fear and anxiety playing out at its peak. Depending on the age, life stage, career level, dependencies that individuals have, the associated fear and anxiety would have played out. Teams would have performed with most of these fears and anxieties in place. Organizations and the leaders therein would have done their part to address it, but we cannot say with certainty that the fears, anxieties and the emerging stress has been reduced. With the economy limping back and work resuming, the shape and form of stress would change, which is likely to have impact team heath. Some in the team would respond with ease, but many would need the support of the team members, team leaders, and others.

It is important to see team health through the following four lenses – Physical, Mental, Emotional and Meaning (Purpose). It is time to focus on what the team members are consistently getting exposed or being deprived. Organizations whether in survival, stability or scale up phase would require teams to respond in different ways. With the primary focus of organizations being on business results, team health may not always be on top of the list. But prolonged exposure to disruption like this is likely to impact the teams. Leaders can add value in many ways to ensure that the team’s overall health is not affected in the long run.

Physical – Are we tolerant and appreciative of the team members’ need to support their families, by taking breaks for domestic chores, playing with children, elder care, etc? Are we mindful of the fact that they are having their lunch on time or are skipping lunch? Do they have time to relax and recharge? Do we sense that the team members are exhausted?

Mental – Are we mindful of how we are shaping and assigning work to our team members? Are some getting overloaded, since it is the easiest thing to do? Is the work stimulating for them or is it the team leader’s need that takes precedence? How much is the team involved in shaping the work it would like to do? What have the team members really learnt in the last few months?

Emotional – Are we sensing the mood, the state of our members? With WFM being the norm, it can at times be difficult to gauge the mood, the stress, and concerns of our colleagues (especially when they choose to switch the camera off). With WFM now in the 6 th month, where are the members emotionally? Are leaders able to make time to put themselves in the team members shoes and understand their challenges?

Meaning (Purpose) – Are we spending time to provide them a sense of purpose and meaning? Have the leaders moved from survival to stability and possible growth narrative which brings in a certain sense of meaning? If energy levels dip, it impacts health. Providing meaning to work and giving it a purpose can improve health. Meaning and purpose provide hope, it stimulates creativity, it provides clarity and it invigorates the psychophysical energy system.

A monumental litmus test

Great leaders have the remarkable ability to pick up cues even when it is not explicitly stated. Balancing the needs of employment and being attuned to the overall wellness of their team could be a tight rope walk for a leader. It is important to balance the equation.

While dealing with the demands of work would address the problems of the coming few quarters, focusing on team health would ensure sustainability in the years to come. Leaders have a substantial part to play in this phase when the lockdown is being lifted and economy has started to open-up. Their role at this time would define whether they view their employees as humans or as resources. In many ways, the next few months will be the litmus test for leaders and reveal what the organizations genuinely value.

To know more about Pragyan’s ‘Healthy Team’ model click here or contact us at [email protected]