When COVID struck over a year ago, many organizations were already gearing up for a new future of work – they just thought they might get there through evolution, not necessarily by “forced” revolution. The pandemic triggered experimentation – as organizations found themselves leaning into ways to reassure, support and connect with their employees that they had not attempted before, learning “on the go” and demanding new efforts from leaders too as they played their part.

Now as we try and take the best from the COVID experience, many of those leading strategy developments for employee communications and engagement are reshaping their approaches. Yes, we are still not free from the pandemic, but there’s been a firm shift from reacting and maintaining to reimagining. In the midst of this, and as we yearn for interpersonal contact, one theme keeps bubbling to the top: that the human touch – virtually applied for many months – needs to be brought front and center as we go forward.

“Technologies will play an even more important role in personalizing communications and curating fit-for-purpose interactive experiences.”

Of course, for employee engagement exciting new technologies will play their part – they are already for many organizations. But even those declaring a “digital-first” future are realizing success remains “human-first” on that journey. In fact, technologies will play an even more important role in personalizing communications and curating fit-for-purpose interactive experiences.

Driving this are some clear employee expectations and needs around the content as well as the engagement experience. Employees expect employers to provide:

• Increased transparency and accessibility – something that many organizations did more of in the face of COVID-19.
• More flexibility and support – as the line between work and non-work lives continues to blur.
• Commitment to shaping a better world – employees want to be confident that their employer is not just dealing with “the business,” but rather continuing to do what matters in the world – focusing on impact beyond outcomes.
• Foresight around what lies ahead – employees want more insight and direction on the “future of work.” It’s not easy to look ahead but even without all the answers, employees want to understand the options which are under consideration and what they might mean for them.

How Should Employee Communication and Engagement Strategies Be Developed?

Already we have called out “humanity” – and this is at the center of Prophet’s Human-Centered Transformation Model™.

Using this model, we can see some areas of focus for business leaders when it comes to employee engagement and the need to interconnect these areas to take a truly holistic approach to the organizational ecosystem.

How To Use Prophet’s Human-Centered Transformation Model™ To Enhance Employee Engagement

• DNA: Take care of the ‘whole’ person. Be aware of what people are going through – at work and at home – and find ways to engage beyond work topics. Design a holistic approach that truly enables employees to bring their best selves to work.
• SOUL: Become the heartbeat of the organization. Inspire dialogue, demonstrate empathy and provide the channels and mechanisms to create a compelling rhythm of engagement as well as constant feedback loops. Build connections and create links between individual action and collective impact.
• MIND: Get the organization fit for ongoing change. Guide the learning agenda, setting expectations and allowing for agility and curiosity. Lay the groundwork for continuous re-skilling and up-skilling, open sharing and rapid learning.
• BODY: Be where your people are. Keep up with the latest needs, expectations and digital tools being used. Tailor what, how and when you communicate and engage to increase relevance and make it stick.

Goodbye 2020. The year that tested humanity like no other this century. The year that took experiences away from us and gave us others we might never have imagined, some of which we undoubtedly would like to “return to sender.” At Prophet, like everyone, our working world was transformed in a matter of weeks. Then the weeks turned to months and, still incredibly busy with client work, we crawled to the end of the year wanting to put 2020 firmly behind us.

And so, it’s hello 2021 … when our true hope is that the discovery and roll-out of vaccines around the world will make this year a better one and that many of the things we crave – like social interaction with colleagues and working with our clients in person – will return.

While we can be optimistic, the watershed moment has not yet arrived. The new variant of COVID-19 is threatening the stability of many health systems around the world and countries are pressing the “lockdown” button once again.

“In an era where change is constant, there is one truth that is unchanging – this moment calls for “intentional caring” or what we might simply call compassion.”

Heading into the new year, you’re likely to have plans you’re ready to execute or develop. These are formed by a set of assumptions – goals you are trying to achieve and an understanding of your organization. But in an era where change is constant, there is one truth that is unchanging – this moment calls for “intentional caring” or what we might simply call compassion.

The response of leadership has been a key source – or otherwise – of resilience for any organization navigating through the last 12 months. Our global research in 2020, which was in the field as parts of the world started to battle the pandemic, revealed the key attributes for transformational leadership: inviting many voices, combining agility with curiosity, empathy for the employee, bringing others along the journey, staying the course with a growth mindset and prioritizing substance over “spin.” These attributes are foundational to developing into a compassionate leader and leading with empathy and compassion will not only help you strengthen your assumptions, but also ensure that whatever action you take supports your people who need it now more than ever.

Triggered by the global pandemic and social justice movements, we published our view on a set of change accelerations – “slingshot effects” – that organizations need to recognize and work with going forward to build resilience and that leaders should embrace to cultivate compassion.

As we reflect on the ongoing uncertainty at the start of 2021, we see a subset of these shifts as particularly compassionate – and they, in turn, elevate the need for a particular leadership response:

1. Work/Life Balance > Making Life Work

Companies need to move deliberately beyond questions of where people work to be more intentional about how people work to ensure their lives work. As lockdowns continue, learnings from 2020 have to be grasped, but also sustained into a recognition of the whole lives of every employee.

2. Command & Control > Empower the Edge

Achieving organizational resiliency requires changing the way we think about governance, roles and decision rights. We had to respond at speed when the pandemic struck in 2020 – and many organizations have hardwired the changes made then into their operating models. Many others have not, however, and will continue to be challenged in 2021 if this is not addressed.

3. Development by Default > Development by Design

The last year has revealed significant capability gaps in most organizations, such as capabilities required for rapid cross-functional and agile work; customer-centric product, service and experience management; and data-driven decision making. Companies will need to be deliberate in identifying their biggest gaps to be filled and building robust learning programs now to develop capabilities starting with critical functions.

4. Physical Serendipity > Virtual Serendipity

After months of distancing and restrictions to our day to day lives, employees are finding themselves bereft of personal interaction and a source of inspiration. They desperately need ways to create virtual “water cooler” moments both large and small — ways of forging chance connections amongst individuals as well as across teams and business lines.

5. Change as a Journey > Change as a Flow

Embracing change as a flow starts at the top — resetting the purpose to be that of an enduring journey and embracing change as a core competency of your organization and leadership.

Between the global pandemic and widespread protests demanding racial justice, organizational transformation feels more important than ever. But true change requires a new leadership mindset. Building the resilience to navigate these world-altering shifts takes a ge­nuinely human-centered approach.

“While our research validates that these individual leadership traits are important, those who have them are keenly aware that for transformation, individuals matter less than the collective.”

In our 2020 research study, “Catalysts in Action: Applying the Cultural Levers of Transformation,” we spoke to 500 transformation leaders across four regions – the U.S., the U.K., Germany and China – and uncovered that the leaders best prepared to drive transformation share five traits. We also found that the leaders who feel most optimistic about the future are those who cultivate these traits and understand that they are required to build organizations that are human-centered.

Based on our research, here are the five leadership traits needed to reignite and reimagine your business this year:

1. Harnessing Many Voices

Executives tend to see themselves as the primary drivers of change. But in reality, transformation can’t work that way. One of the most crucial leadership behaviors we found across each of the four regions in our study is the ability to harness the “employee voice” of an organization. This leadership trait was revealed when leaders enabled and elevated the ideas, opinions and feedback of everyone at every level of the organization to allow for deep cross-functional collaboration and engagement. The leaders who do this recognize that often, middle managers–not the C-suite–are the key change agents. Encouraging ideas and fueling co-creation has become a key element to enable organizational transformation.

2. Embracing Empathy

Empathy per se is not a new concept – it is about understanding how people deal with uncertainty through change. But in times of constant change, transformation leaders must understand their employees’ sentiments towards it and help them cope with it accordingly. In the current context, this means physically protecting people, encouraging remote work, staggering shifts and massive disinfectant efforts. But more important, it means protecting people emotionally, understanding employee feelings and acknowledging the uncertain transition to the other side. Leaders need to bring leadership traits rooted in empathy, certainty and change readiness together to help employees feel confident that they can safely navigate the change, even when change continues to be the new norm.

Demonstrating empathy for employees was particularly heightened among leaders in the U.K., as well as in Germany.

3. Allowing Agility and Curiosity

On its own, agility helps companies pivot in new directions and create value in different ways. But what actually generates the ideas for these new directions requires curiosity. Curiosity is what directs leaders to explore and try new things. While agility allows them to adapt to those new ways of doing things quickly. Taken together, they form a powerful combination.

We expected agility to emerge as especially important in China. COVID-19 was fully present there as we fielded our survey, and it was clear to leaders that they had to find entirely new ways to respond to the devastating illness and frightened, grieving workers. But it appeared as essential in all regions, closely linked to leaders’ self-assessed ability to steer companies through a global crisis.

4. Fostering the Development of Others

Leaders today need to integrate a dedicated approach to agile development across the board, equipping the workforce for the Digital Age, and not leaving anyone behind. This commitment to developing organizational talent came through as one of the top-rated characteristics overall  – notably in China and the U.S. Based on the recognition that transformation requires a high degree of personal growth, leaders should look to foster the development of others. They should encourage a “fail-fast & learn” mentality, where experimentation and failure are permitted, as a key leadership trait. Only this will allow employees individually and the organization as a whole to move forward – more meaningful individual contributions will help achieve the company’s ambition better and faster.

5. Staying the Course

The most optimistic leaders have made an impressive commitment to personal growth, with many closely identifying with the “growth mindset” first researched by American educator Carol Dweck. They think they can develop their own talents and abilities through effort, persistence and education–continually improving upon their leadership traits. This is especially pronounced in the U.S. and the U.K. Even in the context of COVID-19, those leaders that acknowledge the interplay between personal growth and optimism in the face of adversity – using the surrounding disruption as a learning opportunity – will emerge from this crisis stronger and better able to find a path forward.