COVID 19: Managing Fear In The Zone of Death
Securing Employee Trust Within COVID 19 Pandemic Uncertainties
Unnoticed by anyone, Jim jumped on their van line and stopped the belt. People were happy for the belt to stop during this peak hour period because they were scrambling to catch up with the rapid unending flow of items to be sorted and placed in the appropriate location. Everyone normally takes advantage of such a lag, happy that they are free from taking direct responsibility and waiting for the manager to harass however dared to stop the belt at such an odd time. As they scampered to pick up fallen merchandise to load so that they can catch up before the bellowing for the belt to be restarted, they were shocked to hear this tall man beckoning everyone to approach him for a short meeting.
No one on this belt knew who Jim was until he introduced himself as the assistant manager for the entire plant. He had come to share with them recent updates about the corona virus pandemic as it concerns their plant. That got attention because COVID 19 is a subconscious worry for everyone.
He apologized for the shock and he realized that they were all very busy. However, he wanted to tell them about the incident whereby a contractor who worked for the company was found to COVID 19 positive, and what the company has done in isolating the contractor, everyone that potentially came across him and everyone working areas that the man hard physical presence within the facility. He reiterated that no employee of the company is involved in this entire group forced to quarantine.
More importantly, John, the Plant Manager wanted the staff to hear the news directly from him. However, since there are so many groups to reach and it must be completed today, he asked me to assist him. He may be able to come by tomorrow or day after, but he wanted the staff to be updated in verbally today. And this is the way that he plans to keep everyone informed about COVID 19 incidents within the facility. He also encouraged everyone not to be shy to stop them as they pass by to ask any questions or make suggestions.
Facts Versus Tales
You cannot allow rumor to disrupt business operations. Fire brigade type of management response may be too late to douse major employee reaction in such a tense period as the first week of March 2020 when it was still a debate whether to wear masks or not. Many employees were already requesting time off to avoid public gatherings while they waited for the worst wind of the pandemic to blow. Specifically, John’s employees were demanding an official temporary cessation of business because it is such a large establishment that people movement will be difficult to control. In any case, no one truly understood the nature of the pandemic now. This made John’s decision such a brilliant idea. The physical presence of the big man on the operations floor with facts to explain the reason why some members of staff had to go on leave for quarantine purposes, installation of sanitation stations, new operation procedures and provision new personal equipment for everyone mitigated the apprehension on everyone’s mind, allowing for routine business to continue.
Potential Changes To Workplace Culture
The US presents us with evidence that public health intervention measures do work. We are looking forwards to relaxing the current CDC guidelines to allow for economic activities to resume. Hence, we expect a time when we are confident enough for restaurants and bars will also open their doors for business again. Yet, we are told that just like the flu and HIV, corona virus will remain with us for a long time. Therefore, the workplace of the future must change somehow with or without the mask. Therefore, the management of the cloud of microdroplets ejected with mouth opening needs further attention. It is true that the mask attenuates its volume and force, slowing that its accumulation but it does not eliminate the collection. To prevent future worker infection in the future, is to prepare for this challenge.
It does not matter the nature of the business, some workers will still return to block and mortar buildings, even if it is only for a few hours a week. I will suggest that structural changes in the form of fans be designed into buildings to improve local circulation along new technology to evacuate exhaled air in central air-conditioning systems before workers resume.
In addition, hot water has been implicated in reducing the potency of attachment of the virus to mucosal surfaces. Many organizations have dispensers of filtered water and ice already in place. However, most of the hot water components of the dispensers are disabled. Therefore, instead of donating food to incentivize workers, the money may serve more useful purpose in activating the hot water components of these dispensers. Therefore, coffee will not only be available in directors’ suites, workers on the floor can be encouraged to bring their tea bags or instant coffee sachets to the dispenser and get hot water. Such change must be discussed in their regular departmental safety briefings to encourage them and hopefully help reduce virus load and worker absenteeism due to illness.
People Are Watching
Never underrate your workers. The choice that COVID 19 infection carries is sudden painful death or rare survival for the lucky individual. That decision becomes easy when between working for money and getting infected. Even if people felt that the company was not doing enough, John’s response makes it easier for them to believe that you care, and they are watching. Six weeks later, you can hardly find any American family who does not know someone affected by the virus. Many corporations have closed not because of government shutdown of non-essential services but because they lost too many employees while they battle for the lives of many more. Therefore, everyone is on edge and people are on high alert ready to pick any unfavorable signal. John’s decision may have been a business gamble that paid off, but it remains an instinctive reaction, a clever emotional reaction to the emotional challenge of fear threatening business projections.
Noah Omoluabi speaks professionally on workplace culture management for career leadership and, the social media management of Christian evangelism. His major theme is ‘Graduating Into A CEO’ in messages designed to ignite the fire of ambition for a legacy in young business leaders.
