COVID-19 has changed the landscape of our world in ways we will not truly identify or understand for years to come. Regardless if you are marketing to consumers or trying to lead a team, understanding the shift in motivation during this uncertain time is essential in building human connection and supporting the community we serve.
At least in the United States, we have been quickly knocked down on Maslow's hierarchy of needs. Personally, six weeks ago I was looking forward to a promotion at work. My motivations were driven by esteem, belongingness and self-actualization. Making my stamp on the world through my leadership, my influence, my relationships and my children.
We've Shared A Traumatic Experience
A shifting economy, massive reduction in workforce and a health crisis later - now I'm trying to manage a consistent stream of emotions that generally keeps the scope of my concern with the safety of my family, the safety of those that I work with and a lot of uncertainty about the future.
Fortune estimates the US has lost 26.5 million jobs which has driven the real unemployment rate well above 20%. The fuel has been, temporarily, emptied from the tank of our economy. With three-quarters of Americans living in areas subject to stay-at-home orders and health directive measures restricting economic activity the long-term impact to our service economy has likely not hit bottom.
So Let's Connect
The popular sentiment splashed across social media and in corporate culture has landed on the virtual happy hour. A modern way to "stay connected when we're working apart." However, the assertion that teams need to connect artificially glosses over the true fulfillment of needs lower on the scale.
Maslow's hierarchy of needs is a pyramid. The layers at the top cannot be reached without navigating and scaling those at the bottom. Those that are privileged to work remotely, are no-doubt going stir crazy from the confines of their home office. However, many are still working in the front lines. Facing consumers, facing exposures to illness, facing uncertainty still about reduced income in their households, in addition to the risks to their own healthy and safety.
The economic uncertainty is traumatic enough. Here's an overly dramatic and simplified example:
"If Tony is now unemployed and cannot make his house payment, he is then at risk of losing his home. If Tony loses his home, where is his family going to sleep tonight? Tony doesn't really care about joining a virtual happy hour. He is worried about the physiological needs of where his family is going to sleep."
or
"Rachel works at child care center in service to essential personnel. Her husband Tony is now unemployed. In addition to the economic uncertainty they are facing with the loss of Tony's income, they are also faced with possible exposure to the virus as Rachel has to continue working to provide some stability for their family."
With safety nets in place (government stimulus, unemployment insurance, loan forbearance and forgiveness) it is less likely for some to face an immediate crisis for housing; however, it's not impossible. Depending on what statistics and survey you review, it is estimated that between 55%-70% of Americans have less than $1,000. Nearly 44 million of the 48.5 rental units in America are estimated to be occupied; not all renters are afforded some of the accommodations and support as loan holders.
Regardless, a majority of Americans are now facing the change of priorities to worry how they can meet their basic or psychological needs - and likely both.
Rushing Back To Business As Usual
So let's get back to how things were before as fast as possible...surely that will avoid help everyone avoid all their troubles and we can just move forward. That will solve all of the economic hardship my company and team is facing, right?
Wrong. This assumption will also gloss over the shared trauma our teams have faced. They are not the same people we lead two months ago. We are not the same people we were two months ago. It is paramount that our next moves and decisions account for disengagement.
By disengaged, I don't mean we are choosing to not care about the goals of our organization or the mission of our cause. I mean we have, probably subconsciously, had to adjust the consumption of energy to consider safety, security and physiological needs. This may not leave space for psychological needs and may not allow everyone to significantly contribute to the expanded needs of the company or organization they serve.
The Changing Environment Demands More Productivity
Personally, I am currently faced with larger demands for productivity than I have ever been asked to produce. As my organization navigates re-expansion just to get back to fully serve the community. We are faced with undoing the decisions our executive team had to make to control costs and reduced revenue flow. This will strain the available support and team. I don't want to do it the way it has been designed. I am struggling to find my own discretionary effort to contribute at the level the next 8 weeks, or longer, will demand.
This hesitation stems from not designing our return to normal to account for the shifting needs of our team. We are not meeting people at the level at which they are engaged in their work. We are making our work more difficult by not effectively adapting to the needs of those we serve.
Next steps and actions must consider our teams for where they are and meet them in a way that satisfies their basic needs, their thirst for understanding and supports them as they reengage in our business and society. Those that don't will not be leading a sustainable team.
Give your teams a break, unless they naturally initiate a group happy hour, don't force one down their throat.
At least in the United States, we have been quickly knocked down on Maslow's hierarchy of needs. Personally, six weeks ago I was looking forward to a promotion at work. My motivations were driven by esteem, belongingness and self-actualization. Making my stamp on the world through my leadership, my influence, my relationships and my children.
We've Shared A Traumatic Experience
A shifting economy, massive reduction in workforce and a health crisis later - now I'm trying to manage a consistent stream of emotions that generally keeps the scope of my concern with the safety of my family, the safety of those that I work with and a lot of uncertainty about the future.
Fortune estimates the US has lost 26.5 million jobs which has driven the real unemployment rate well above 20%. The fuel has been, temporarily, emptied from the tank of our economy. With three-quarters of Americans living in areas subject to stay-at-home orders and health directive measures restricting economic activity the long-term impact to our service economy has likely not hit bottom.
So Let's Connect
The popular sentiment splashed across social media and in corporate culture has landed on the virtual happy hour. A modern way to "stay connected when we're working apart." However, the assertion that teams need to connect artificially glosses over the true fulfillment of needs lower on the scale.
Maslow's hierarchy of needs is a pyramid. The layers at the top cannot be reached without navigating and scaling those at the bottom. Those that are privileged to work remotely, are no-doubt going stir crazy from the confines of their home office. However, many are still working in the front lines. Facing consumers, facing exposures to illness, facing uncertainty still about reduced income in their households, in addition to the risks to their own healthy and safety.
The economic uncertainty is traumatic enough. Here's an overly dramatic and simplified example:
"If Tony is now unemployed and cannot make his house payment, he is then at risk of losing his home. If Tony loses his home, where is his family going to sleep tonight? Tony doesn't really care about joining a virtual happy hour. He is worried about the physiological needs of where his family is going to sleep."
or
"Rachel works at child care center in service to essential personnel. Her husband Tony is now unemployed. In addition to the economic uncertainty they are facing with the loss of Tony's income, they are also faced with possible exposure to the virus as Rachel has to continue working to provide some stability for their family."
With safety nets in place (government stimulus, unemployment insurance, loan forbearance and forgiveness) it is less likely for some to face an immediate crisis for housing; however, it's not impossible. Depending on what statistics and survey you review, it is estimated that between 55%-70% of Americans have less than $1,000. Nearly 44 million of the 48.5 rental units in America are estimated to be occupied; not all renters are afforded some of the accommodations and support as loan holders.
Regardless, a majority of Americans are now facing the change of priorities to worry how they can meet their basic or psychological needs - and likely both.
Rushing Back To Business As Usual
So let's get back to how things were before as fast as possible...surely that will avoid help everyone avoid all their troubles and we can just move forward. That will solve all of the economic hardship my company and team is facing, right?
Wrong. This assumption will also gloss over the shared trauma our teams have faced. They are not the same people we lead two months ago. We are not the same people we were two months ago. It is paramount that our next moves and decisions account for disengagement.
By disengaged, I don't mean we are choosing to not care about the goals of our organization or the mission of our cause. I mean we have, probably subconsciously, had to adjust the consumption of energy to consider safety, security and physiological needs. This may not leave space for psychological needs and may not allow everyone to significantly contribute to the expanded needs of the company or organization they serve.
The Changing Environment Demands More Productivity
Personally, I am currently faced with larger demands for productivity than I have ever been asked to produce. As my organization navigates re-expansion just to get back to fully serve the community. We are faced with undoing the decisions our executive team had to make to control costs and reduced revenue flow. This will strain the available support and team. I don't want to do it the way it has been designed. I am struggling to find my own discretionary effort to contribute at the level the next 8 weeks, or longer, will demand.
This hesitation stems from not designing our return to normal to account for the shifting needs of our team. We are not meeting people at the level at which they are engaged in their work. We are making our work more difficult by not effectively adapting to the needs of those we serve.
Next steps and actions must consider our teams for where they are and meet them in a way that satisfies their basic needs, their thirst for understanding and supports them as they reengage in our business and society. Those that don't will not be leading a sustainable team.
Give your teams a break, unless they naturally initiate a group happy hour, don't force one down their throat.
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