The term pandemic flux syndrome describes what a lot of us are feeling at this stage in the pandemic. It has not been an easy 18 months, and we still don’t know how long this “flux” is going to last, which makes this uncertainty even more challenging as a leader. 

Recently, social psychologist, best-selling author, and award-winning Harvard lecturer, Amy Cuddy wrote a piece in the Washington Post about the psychology of “pandemic flux syndrome.” In it, she describes pandemic flux syndrome as the chaotic mix of hope, fear, blunted emotions, and spikes in anxiety we’re experiencing during this bizarre transitional stage of the pandemic.

THE LANGUAGE OF LEADERSHIP

We’ve been in flux now for almost 18 months. Through these ups and downs, we’ve been left relying on what psychologists call “surge capacity.” Or as Ann Masten explained in an interview with science journalist Tara Haelle, “Surge capacity is a collection of adaptive systems — mental and physical — that humans draw on for short-term survival in acutely stressful situations.” While humans are very resilient, these adaptive systems are not meant to last for 18 months, which according to Cuddy has caused a collective sense of depleted energy, mild depression, and a feeling of “wake me up when this is all over.”

THE WEEKLY FLOURISH

In this podcast with Brené Brown, Cuddy explains, “We feel powerless. In the beginning, we thought, maybe we have some control here, maybe we have some agency, maybe we can do something, and it quickly became clear that we weren’t sure what we could do, and we were at home and we lost a lot of personal power.” In the context of work, understanding pandemic flux syndrome is helpful in contextualizing how important it is for leaders to help give their employees as much agency and personal power as possible right now. This is especially punctuated as we think about the return to the office, the transition into hybrid work, and how managers can show up for their people. Here are a few tips to keep in mind as we navigate pandemic flux syndrome. 

1. Individualize your return to work approach as much as possible 

The more your planned return to the office can be customized to the person, the better. Having flexibility around peoples’ lives, preferences, and needs right now will help them experience a sense of personal agency that will be deeply motivating. 

2. Invest in manager development 

Your managers need the tools to be influential communicators now more than ever. Investing in managers will allow them to better connect with their teams by giving them the vocabulary and awareness to go beyond surface logistical questions and get to the heart of what their people might be feeling. For example, a direct report feeling comfortable to openly admit they loved working from home without feeling ashamed or like their job is in jeopardy moving forward. 

3. When’s the last time you asked someone, “How are you doing?” 

This question goes a long way. While it’s easy to get caught up in the logistics of this transition, the most powerful leaders know that one of the biggest factors for facing adversity and building resilience is social support and remaining connected to people. That includes checking in on others.

GREATNESS TAKES GUIDANCE

While the phrase “new normal” has been repeated endlessly, it is important to realize that dealing with indefinite uncertainty has real psychological implications. We’re proud to be able to customize our learning journeys and group coaching programs to help teach the tools people need most right now, from building personal agency through strengths-based development to creating connection through effective communication.

Inside our Learning Journeys and group coaching program Activate, we provide you with an entire toolkit of skills for more compassionate and empowered leadership, which every leader today needs more now than ever.

Struggling with your own pandemic flux syndrome? Book a call with our team today or check out Activate, our interactive video-based training and coaching program for busy managers who struggle with unproductive team communications.