It’s been six months since the initial shelter-in-place orders were given in March — and that means it’s been six months of uncertainty and asking the question, “What am I supposed to do?” But as the Grokker team looks back, it’s been a six month long opportunity for personal reflection and growth, as individuals and as a business. Naturally, we were asking each other, "How can we keep producing meaningful wellbeing content while working from home?"
The COVID-19 pandemic will permanently change how we work and how companies perceive the criticality of the bond between employee and employer. It's also almost overnight the importance of caring for the whole person in order to keep them safe and motivated has been broadly embraced by even the most hard-nosed corporate leadership. Not only do we now need to rethink how to restructure from here on out, but we need to decide and reinvent how to support our employees in the new normal.
Leading a company and workforce during a global crisis is not something I learned how to do in college or law school, and there’s been nothing quite like the COVID-19 outbreak in my professional career to prepare me for this. As with the novel virus making its way around the globe and wreaking havoc on financial markets, it's been very learn-as-we-go, while accepting there simply is no such thing as “business as usual.”
Isn’t it interesting that as we settle into the social distancing routine, we’re mastering creative ways to work around the system? Humans are social creatures, so it’s only natural for us to seek loopholes to get closer together. While we can’t offer handshakes or hugs, we have identified new ways to maintain some form of intimacy with people outside our homes.
On an average workday — or even weekend — sheltering in place is isolating. But with Passover, Easter, and Ramadan, there is a particular poignancy to the isolation. These major religious holidays are important social gatherings, marked by time spent in group settings breaking bread or matzah with family and friends, and sharing stories passed on quite literally from generation to generation at a special time of year.
From an emotional perspective, COVID-19 is beginning to take its toll. The newly unemployed are facing profound emotional trauma. For many in leadership, the agony comes in corporate belt-tightening and calculating how deeply to make the cuts, all while grappling with the very human impact and the reality of delivering the news while a global pandemic is still in full force with no end in sight.
Every single one of us has been impacted by the disruption to work and life resulting from the COVID-19 outbreak. It’s a powerful, unsettling reality that continues to take on new meaning every time we catch up with the latest news or hear from a loved one or colleague about how they’re adjusting (or not) to their “new normal.”
First the NBA was cancelled. Then Broadway. Then finally the last hold out — business conferences. We're seeing restaurant and school closures, while many workforces, including my own at Grokker, are at home. COVID-19, aka Coronavirus, has changed so much, so quickly. It’s no wonder that most of us are feeling like we have shifted from disbelief into an uncomfortable low grade level of anxiety we just can’t seem to shake.
Many organizations continue to work in remote and hybrid models as the pandemic winds down, but many employees, when given the option to return to work, would actually prefer to continue working remotely. Our new guide, Taking Care of Remote Employees: The Key To Business Success Beyond the Pandemic, gives you actionable steps to ensure that your employees feel supported no matter where they are working.
