ELECTRIC ENERGY | SUMMER 2020 - 13

Taking the guess work out of what your
employees need through surveys and
focus groups is not only a visible way
to show your employees that you value
their contributions, opinions, and their
well-being-acting upon their requests
and recommendations will guarantee
your response is effective.

remotely. It also doesn't always have to be done between the traditional
hours of 8 a.m. to 5 p.m.
As we learned to be more flexible because of the demand our employees
experienced in their personal lives, we also started focusing on the work
getting done vs. the hours spent at work-we placed a higher emphasis
on outcomes.
We Must Lead with a Listening Ear
In times of crisis, leadership is more important than ever. Employees are
looking for their leaders to lead with a listening, empathetic ear-double
down on communications and provide feedback channels for employees.
It's also important to remember that leading with a listening ear means
asking your employees questions-taking the time to ask a simple, "How
are you?" can often lead to identifying potential roadblocks while also
demonstrating appreciation for your employees.
What we've learned is that in the middle of a crisis, employees still
want to work. It's the job of leaders to educate the workforce on the key
performance indicators that are important to leadership and also provide
them with information on how they impact achieving the organization's
goals. This is where having an ideation feedback process is important. The
people closest to the work are our best sources of ideas, and people support what they help to create.

WHAT LIES AHEAD
We've learned a lot, but what good is learning if we don't take it and
do something with it? What lies ahead is taking inventory of the things we
did to transition to the "new normal" and determine what we want to take
with us to the "next normal," along with taking the pulse of our workforce
to identify their concerns and develop a plan of action.
Taking Inventory
Many of us were learning on the fly when we pivoted, but at this point
we've settled into a decent pattern of work-there may have been a few
bumps along the way, but now things are stable. This is the perfect time to
take an inventory of what worked and document it. Which jobs are essential
and which are not, do you need to create or update your work-from-home
policy, did you have to purchase new equipment for people to work from
home and should that be rolled into next year's budget, was there work
you stopped doing that you realize you no longer need to do, who was
on your crisis communications team, and are you ready for another quick
response if needed? Are there common questions that continue to pop up

or practices/processes that need more explanation? These are all things
to consider now that we have time to breathe and you should document
them before too much time passes.
Check the Pulse of Your Culture
After a crisis, there is typically a dip in productivity that lasts a minimum of
three to six months and that timeframe will probably be longer in response to a
pandemic. Doing a quick employee pulse survey and conducting focus groups
to understand your employees' perception of your response to COVID-19 helps
to check their level of engagement while getting feedback on how you can
improve, which is key to helping you respond quickly. It also identifies what they
need so you can lessen the productivity dip most organizations experience.
Though many of your teams have done what's needed to be done, they
have likely been burning the candle at both ends, and there is only so much
we can take before self-care is required. Taking the guesswork out of what
your employees need through surveys and focus groups is not only a visible
way to show your employees that you value their contributions, opinions
and well-being-acting upon their requests and recommendations will
guarantee your response is effective.
We are all doing the best we can to survive during these challenging
times. If we make our lessons learned best practices and listen to feedback
from our employees, we can position ourselves to be successful as we
approach our next normal. 

ABOUT THE AUTHORS:
Dr. Harold Hardaway is co-founder and CEO at Cardigan. He is a speaker and
thought leader on corporate communications and culture. He believes
that everyone should "Chase the Good" and centers his work on helping
organizations create spaces where that's possible. He was previously the
Director of Corporate Communications and Culture for H-E-B, and today,
he serves as Co-Founder and CEO of Cardigan and oversees research and
strategy for all client projects. Shannon Hernandez is co-founder and Chief
Creative Officer at Cardigan. She is a gifted communication and marketing strategist who has made a name for herself creating game-changing
communication & health and wellness initiatives that facilitate organizational and personal growth for some of Texas' most beloved brands.
Today, she serves as Chief Creative Officer for Cardigan and oversees
creative and video production for all client initiatives; she also puts her
passion for health to work as a Certified Health Coach, leading up the
development of Health & Wellness Programming.
WWW.RMEL.ORG  13


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ELECTRIC ENERGY | SUMMER 2020

Table of Contents for the Digital Edition of ELECTRIC ENERGY | SUMMER 2020

Letter from the Executive Director
RMEL Board of Directors
Effective Communication & Culture Strategies in Times of Uncertainty
Overcoming Cybersecurity Overload & Security Impacts During COVID-19
Staying Connected to Customer Needs During and After the COVID-19 Pandemic
Now What? A Move to Post-COVID Operation With the Help of e-Learning
2020 Fall Convention
The RMEL Foundation Auction is Going VIRTUAL!
2020 Calendar of Events
Member Listings
Foundation Board of Directors List
Advertisers’ Index
ELECTRIC ENERGY | SUMMER 2020 - Intro
ELECTRIC ENERGY | SUMMER 2020 - bellyband1
ELECTRIC ENERGY | SUMMER 2020 - bellyband2
ELECTRIC ENERGY | SUMMER 2020 - cover1
ELECTRIC ENERGY | SUMMER 2020 - cover2
ELECTRIC ENERGY | SUMMER 2020 - 3
ELECTRIC ENERGY | SUMMER 2020 - 4
ELECTRIC ENERGY | SUMMER 2020 - 5
ELECTRIC ENERGY | SUMMER 2020 - Letter from the Executive Director
ELECTRIC ENERGY | SUMMER 2020 - 7
ELECTRIC ENERGY | SUMMER 2020 - RMEL Board of Directors
ELECTRIC ENERGY | SUMMER 2020 - 9
ELECTRIC ENERGY | SUMMER 2020 - Effective Communication & Culture Strategies in Times of Uncertainty
ELECTRIC ENERGY | SUMMER 2020 - 11
ELECTRIC ENERGY | SUMMER 2020 - 12
ELECTRIC ENERGY | SUMMER 2020 - 13
ELECTRIC ENERGY | SUMMER 2020 - Overcoming Cybersecurity Overload & Security Impacts During COVID-19
ELECTRIC ENERGY | SUMMER 2020 - 15
ELECTRIC ENERGY | SUMMER 2020 - 16
ELECTRIC ENERGY | SUMMER 2020 - 17
ELECTRIC ENERGY | SUMMER 2020 - Staying Connected to Customer Needs During and After the COVID-19 Pandemic
ELECTRIC ENERGY | SUMMER 2020 - 19
ELECTRIC ENERGY | SUMMER 2020 - 20
ELECTRIC ENERGY | SUMMER 2020 - 21
ELECTRIC ENERGY | SUMMER 2020 - Now What? A Move to Post-COVID Operation With the Help of e-Learning
ELECTRIC ENERGY | SUMMER 2020 - 23
ELECTRIC ENERGY | SUMMER 2020 - 24
ELECTRIC ENERGY | SUMMER 2020 - 25
ELECTRIC ENERGY | SUMMER 2020 - 26
ELECTRIC ENERGY | SUMMER 2020 - 27
ELECTRIC ENERGY | SUMMER 2020 - 2020 Fall Convention
ELECTRIC ENERGY | SUMMER 2020 - 29
ELECTRIC ENERGY | SUMMER 2020 - The RMEL Foundation Auction is Going VIRTUAL!
ELECTRIC ENERGY | SUMMER 2020 - 2020 Calendar of Events
ELECTRIC ENERGY | SUMMER 2020 - Member Listings
ELECTRIC ENERGY | SUMMER 2020 - 33
ELECTRIC ENERGY | SUMMER 2020 - Advertisers’ Index
ELECTRIC ENERGY | SUMMER 2020 - cover3
ELECTRIC ENERGY | SUMMER 2020 - cover4
ELECTRIC ENERGY | SUMMER 2020 - outsert1
ELECTRIC ENERGY | SUMMER 2020 - outsert2
ELECTRIC ENERGY | SUMMER 2020 - outsert3
ELECTRIC ENERGY | SUMMER 2020 - outsert4
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