We live in an environment of constant change. Those of us who work with or for the government have been through furloughs, budget cuts and now the government shutdown. While none of these are within our control (and largely because they are not within our control), they have many feeling apprehensive about how to perform their duties amidst shrinking resources and continuing uncertainty.
It’s only natural for people to feel overwhelmed and stressed during uncertain times like we are facing now. Sometimes, the pace of change, the uncertain future and the perception that much of what is happening is out of people’s control can cause “change fatigue”, impacting people’s energy, attention, focus, attitudes and productivity. Despite all of that, there is important work that needs to be done.
During uncertain times, it helps for teams to get together and revisit, review and redefine their circles of influence. Identifying what is under your control and clarifying what the highest priorities are given the current situation often helps people find their balance.
This is an exercise based on a diagnostic model I created as part of the NTL Organization Development Certificate Program that leaders can do with their teams, either using an outside facilitator or on their own if they feel comfortable doing so, to help everyone voice the pressures they are feeling around the work that needs to get done and prioritize those things that are most necessary to address now. It can also help teams feel prepared and create contingencies plans in case another event disrupts daily work.
Draw a table on a flip chart or whiteboard. Then begin the facilitated discussion below. (You can also just tell the group that the flip chart paper represents a table and not have to draw one.)
Ask: What pressures are you feeling about the work you need to get done right now?
- Write them down on sticky notes. One per note.
- Put them on the table.
- Depending on time, have everyone at least talk about one thing (biggest stressor) they put on the table.
Ask: Where do those pressures come from?
- Outside the organization (give examples)
- Government leaders
- Economic pressures
- Inside the organization (give examples)
- Budget concerns
- Leadership or team issues
- Constant changes
- Have the group move the stickies into outside and inside lists – outside on the left side of the table, inside on the right.
Ask: What can we do something about now? Or, what needs to be addressed now?
- Have the team identify those items and keep those on the table.
- Ask: Are any of these similar or is there overlap? Can any be combined?
- Narrow down the number as much as you can, but don’t lose the integrity of the content. Make sure the person whose sticky you are removing, editing or combining with another is in agreement.
- Put the others aside for now.
Make a list of those still on the table on another flip chart.
- Ask: Of the items on this list, what is MOST important?
- Have people vote with dots on the top 3-5 priorities (depending on how many things are on the table).
- For the issues receiving the most votes discuss WHY they should be priorities.
- Ask: What will solving/resolving/addressing these issues get us?
- These are the legs that hold the table up, that keep it stable and balanced.
- Resources (People/Money/Tools/Time)
- Ask: What else? What’s missing?
- Go over these for each priority.
- Make sure each priority has at least a leader and a goal established. The leader will be responsible for follow-up work after this session.
- How do we know these are the right priorities?
- How can we work together to make sure our priorities get done?
- What can we do to prepare for another change/shutdown/furlough, etc.?
- Is there anything we need above all else to keep our table from collapsing under the pressure or buckling in the middle?
- What will we do with the pile we took off the table?
- Is there anything we hide under the table, or anything that is stuck there like a piece of old gum that we need to address to move forward with the priorities we identified??