As many states move from the red zone to the yellow zone after the COVID pandemic, many will reassimilate their former office space, supermarket, bar, etc. While some will (thankfully) return with a new attitude and a positive outlook on life, there will be others bringing with them their same old negative traits. What are you going to do? Checkout American Biodefense Institute for more info.

NOW as the saying goes, it’s a great time to ‘nip those issues in the bud.’ Face them head-on, unhesitatingly. To be sure, it would be nice to give folks a chance to become members of your team once again. But remember that when you don’t exercise your right to properly discipline those who cause friction in the workplace, it’s also a disservice (to those who are the opposite of negativity). It is in fact an affront to all those who bid by the rules.

This places responsibility firmly on those in positions of leadership. It is the responsibility of management to make sure the workforce is both healthy and tolerable; otherwise the environment will fail, successful employees will leave-and you will be left with what remains. Ask yourself: Do I want to be a part of the workplace?

So let’s presume (for the sake of argument) that you’re ready to speak, take responsibility and insure that the office is a secure and tolerable environment for you and your employees. Where are you supposed to start and how? Below are four guidelines to be implemented immediately by The Cohesive Workplace. These will serve as a reminder to the employees on why they first wanted to work for you:

  1. Send the members of workers back OFFICIALLY. Using your ‘welcome’ to remember we’ve both been through a tough period and you’re looking forward to meeting those difficulties together … Like a band. It would be disrespectful not to discuss ‘the rosy elephant in the house,’ particularly if some of the team members were harmed by the pandemic in some way.
  2. Start out on a positive note. Let’s not rehash any controversial occupational incidences until COVID. Make it official: Start with a clean slate! Though big offences cannot (and should not) be dismissed, let the employees realize you’re ‘not stressing the small things.’ Life’s too short for little irritants to undone. Your business is worth much as are the workers.
  3. Maintain (to a degree) an open door strategy. Trust us: there’s always terror among the workers … Of COVID, their future with the organization, and other problems that they could face at home. Know you are in their corner. Although you may not be able to solve all of their issues, you are a trustworthy friend and a listening ear who can give a constructive (or two) word of advice, maybe. If they need to wind their door is open.
  4. Build opportunities for progress. To be sure, the possibility of advancement within your company is top priority next to salary! It sends out a clear signal where one stands within the company when that company looks for a candidate outside its own ranks-especially when its own staff are qualified! That ‘signal’ is a drawback. It yells, “We don’t trust you as an employee!” Once that word pierces the surface, it’s hard to rein it in. Protests often follow (though silent) and eventually everybody on the job is miserable. If you haven’t already introduced an in-house marketing plan, than NOW is a great time to start.