Navigating the aftermath of a critical event such as a strike or investigation requires a thoughtful approach that prioritizes early engagement of key influencers, open communication, a human tone, space for reflection and practical supports.

Identifying Key Influencers

We have found that successful recovery greatly depends on first identifying and engaging a key group of “influencers” within the organization. It is estimated that 1 in 10 people are true influencers whose input and insights can greatly sway the opinion and experience of a group. When involved early, these individuals can help bridge the gap between management and staff. Engaging these influencers early on allows for early buy-in and provides the opportunity to test out messaging and plans to see how they might be received.

Authentic Communication

The second critical lever is authentic and regular communication. It is natural for trust to be strained following an event and for employees to be skeptical of any attempt to spin the situation positively. In early communication, it is helpful for leadership to acknowledge openly the destabilizing and frustrating experiences shared by everyone involved. This doesn’t mean apologizing for the event or outcome, but rather acknowledging that it has been a challenging time for all. Any opportunity to show the human side during messaging and to deliver communications in person is highly beneficial. The messaging should focus on the mutual agreement reached and the commitment to move forward together.

Space for Processing

The third lever is creating space for processing emotions productively. Research by Lyrissa Lidsky, of the University of Florida, suggests that allowing employees to express their frustrations is critical for recovery. Now, expression of frustrations doesn’t mean venting, ranting or blaming. For teams that have been most deeply impacted, it is often beneficial to have someone external facilitate a process that encourages sharing and processing in a meaningful and healthy way. Negative emotions are a normal part of the recovery process and should not be discouraged, but these experiences must be shared within the principles of organizational values and respect. As an indicator, we see negative emotions as a positive sign in recovery, as this means that people are still engaged, and anger is energy that we can refocus. Apathy is more concerning, as there isn’t much left to work with.

Pre-Return Support for Managers

The final and likely most important step in the process is to provide proactive support to the managers tasked with leading through recovery. Even during an investigation, we like to provide leadership supports early on, as far too often leaders are left isolated. For a work disruption, it is helpful for managers to receive training on leading through the recovery phase. We like to keep this session to 1-2 hours, as their time is already quite constrained. A few critical areas to cover include:

  • Acknowledging the experiences and sacrifices made during the process.
  • Emphasizing the importance of a united and empathetic leadership voice.
  • Understanding the various strains employees may face, including financial and emotional challenges.
  • Providing a high-level overview of conflict management techniques.

This group is the most critical element to a successful recovery process, and any supports and tools you can provide to help your managers stay well during this time will go a long way in accelerating recovery efforts.

Ongoing Supports

Recovery could take up to 6-8 months, if not longer, depending on the significance of the event. The first two weeks of any recovery process is about holding the space for processing, coming back together, and reintegrating with one another. This is usually the most emotionally charged and unsteady period for leaders and teams. In these two weeks, we don’t often recommend any immediate interventions or processing, but rather space and care.

After the two weeks, it is now time to truly start helping the team move forward and is the most useful time for the HR team to really check in and see which teams are moving through the recovery well and which teams might need more support. Our rule is that we give two weeks of space and then start evaluating the best options for support.

Conclusion

The path to recovery after an event is multifaceted, requiring a thoughtful approach that is tailored to your culture and environment. By addressing the emotional and practical needs of both managers and employees, any organization can rebuild a stronger, more cohesive workforce.

Written by: Rob Luke, Managing Partner & Laura Alexim, Principal Consultant, Allen Leigh Human Capital

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