The holidays around the turn of the year usually serve us to relax, reflect and recharge our batteries with people who are dear to us.
It's all different this time. We either had far too much peace or not at all, depending on what it looked like for us professionally in 2020. The circle of loved ones was extremely limited over the holidays. Many were more concerned about than happy with their relatives. In addition, the lockdown is likely to last even longer, so that we did not have a clear turning point as of 1.1.2021.
What does this mean for our well-being? And what does that mean for all supervisors who expect their employees to return to work in January, whether in the office or working from home? The good news: We learned how to work virtually over the course of 2020. Almost everyone can do it, some like it, others less — but it allows us to keep working.
At the same time, we have learned how important personal contact, even physical proximity to other people, is. In 2020, we were torn between the desire to be close to people and the fear of getting infected. However, this has not destroyed the need for closeness. You can already see how important physical closeness is for humans in newborns, who are very successful in vying for this attention.
What does this mean for companies that expect their employees in January? They are bound to meet people who get started with enthusiasm and drive. They have used the days of rest for themselves, recharged their batteries and are happy to finally be able to get back to work. At the same time, people will also arrive at work for whom the days off are more difficult — despite peace, good food and nice gifts. They lacked what makes the holidays at the turn of the year special: getting together with a large family, friends, going out, partying and, above all, the diverse personal exchange with other people.
How can companies deal with this — especially as opportunities for intensive personal contacts and closeness remain limited? Virtual coffee breaks and small parties are one option that was already being used in many companies before the Christmas season. They make it possible to stay in touch with other team members informally yet personally. These simple tools should therefore definitely be retained and, if possible, even expanded.
Where can new ideas for virtual cooperation be drawn from? Let us be inspired by the concepts of agility. Each working day could start with a joint short update: How are the individuals doing? What could be done the previous day, what is pending for the current day? Who from the team would need support, and which topics should be discussed in a smaller circle?
Through such virtual meetings, the exchange remains lively and, ideally, there is also space for personal things — just like during conversations that usually take place in the coffee kitchen or over lunch together in the canteen. Thanks to numerous new apps and creativity, other opportunities for virtual exchange are also possible: From joint brainstorming on a virtual whiteboard to serious and less serious surveys to entertaining things such as small joint games or creating a team playlist on Spotify. Therefore, take advantage of the wide range of options offered by the new technologies.
And who knows: Perhaps managers will also get involved in the virtual exchange and thus get close to employees. After all, they too have ideas and questions for the future, perhaps even plans or dreams that have arisen over the last few months and are worth discussing. And yes, personal and human aspects can also be incorporated here; virtual touching should not be taboo even among and for managers.
If you would like emotional and moral support for planning or new ideas: I would also be happy to assist you as a coach!
