How to Support People Working from Home in the Pandemic
First, let’s acknowledge that this is a singularly challenging time in which to be living our lives. Nothing will be “normal.” Everything will be different.
If you can accept that, it is a little easier to say, “what, then?”
In the time of quarantine, work has lost its structure, rhythms, comraderie, and accountability. This is particularly challenging for people with ADHD.
As an Adult ADHD coach, I hear from people experiencing “work during quarantine” distress from a variety of sources, but commonly from a lack of structure and support towards engagement and pro-active management of their day. Many feel isolated, have no one to go to to brainstorm, and rarely talk with their managers (who are likely not doing well themselves). The days go by in an undifferentiated blur, often with a sense of stress but without a feeling of accomplishment or contribution.
The first thing everyone needs - and anyone can give - is the sense of care. Managers can check in with your people as people, and ask them how they are doing. Everyone, check in with your managers, with your colleagues. Community is something that we create with intention.
Acknowledge that, for many, the nature of their jobs has changed in the pandemic. Casual workplace conversations are now rare, which limits access to information. Consider that client “calls” now mean scheduled conversations by telephone or video — very different, more formal and structured, than in-person calls. For many people in sales, it is easier to ask for a personal visit than to schedule a virtual call. The “fun” part of work is gone for professionals who relied on personal contact; there are now no networking events, trade shows, conferences, lunches, professional meetings, or happy hour socials where it is possible to meet new contacts and see what is going on in the world.
Businesses can intentionally create some structure and supports for engagement in the virtual workplace. Here are a few ideas:
Send someone in your work world a personal “Good morning,” every morning when you sit down to work. This helps both of you feel connected and “at work.” It makes a statement: The day has begun, and here you both are.
Have “check in” phone chats about work in progress. Casual conversations, as might happen in dropping by someone’s office, are often sources of the “soft” information that keeps you motivated and on track. Formal “reporting” team meetings often aren’t the right place to check assumptions, share a roadblock, or get clarity. You’ll need to create opportunities for collegial sharing.
If you are a manager, acknowledge the new challenges, and set guidelines or expectations. Talk with your team about keeping a schedule for going to work, ending work, and taking formal breaks. Set regular meeting times. Create a rhythm.
For recent employees, being distant means that building relationships and trust, learning the unwritten rules, and understanding the organizational dynamics are not happening. Understand that, and take care to facilitate opportunities that support their integration.
Talk your team about where to focus their efforts, and help them articulate goals for today, for this week. If a job involves “working on” projects, benchmarks will help to sustain feelings of progress and engagement. Create teams of work buddies who check in with each other.
Support your sales force to create small virtual gatherings or host workshops where their clients can participate and meet each other.
Facilitate book clubs, workshops, or special interest groups for employees or their family members who are experiencing social isolation.
Consider offering virtual babysitting with enrichment activities or study halls for the children of employees.
Ask employees what would be helpful to them.
Feelings of overwhelm and depletion are not limited to the population identified as having ADHD. Many people are under significant stress at this time, for themselves and those in their households. Families are in close quarters with little to no outside support. Parents are trying to keep up with their own work as well as feed and support their partners and their children, and perhaps take care of their extended family members.
This is a learning moment for us as a society: that workers are people living their lives, and the employer’s role in that is important — not only for providing income, but for providing a community and an arena for growth. We can choose to meet the challenge as an opportunity, to create a stronger and more resilient company, workforce, and society.