COMMENTARY
creates fear and hesitation in many lead- ers. Some leaders fall back to a position of comfort—the office space that was left behind when the pandemic began. One approach to handling these fears is a delib- erate process to address concerns with the next normal, so that leaders can be more willing to accept the culture change that is occurring.
COST OF DOING BUSINESS
Lt. Gen. Scott Spellmon, U.S. Army Corps of Engineers commanding general, joined Command Sgt. Maj. Patrickson Toussaint and Lt. Col. Rachel Honderd on Jan. 5 at the Environmental Laboratory in Vicksburg, Mississippi. Corps districts in lower cost of living areas, including the Vicksburg district, must adapt to telework and remote work as quickly as those in more expensive areas. (Photo by Dakota Pope, U.S. Army Corps of Engineers, Engineer Research and Development Center)
to other investments. As the pandemic abates, the discussion is now about the right mix of in-person and virtual class- rooms. Although the virtual setting resulted in considerable savings, leaders must analyze what is lost by not having in-person interactions.
FAIR IS FAIR Te main friction point between super- visors and employees involves ensuring equity. Inconsistencies were common during the response to the pandemic as supervisors reacted to the needs of the mission. Some offices were 100 percent virtual for the last 15 months while others encouraged individuals to return as soon as possible, which may have created hard- ships due to dependent care not being available. In other cases, some supervi- sors required a daily report from their employees while other supervisors evalu- ated employees based upon work output.
Regardless, the Corps recognizes that these inconsistencies should not continue in the next normal. True equity among all offices within an organization will be diffi- cult to achieve, but helping employees and supervisors understand how telework will involve other team members in the next normal will be essential for success.
CONCLUSION Te culture has changed, not because of a deliberate decision by leaders, but because of a pandemic. Tis process of cultural change is less about getting the procedural aspects and administrative changes correct and more about partici- pating in deliberate decisions that can have generational impacts. History will judge the leaders of today on whether they use all resources and opinions to develop a more progressive workplace and a work- force that is agile and adaptive to future events. Te enormity of these decisions
Te core truth is that the next normal is not something that can be handled solely with new policies and procedures, but must be tackled in a holistic manner on a realis- tic timeline. Te goal within this cultural change is not to create a completely virtual workforce. Rather, it is to create a culture in which mission accomplishment, the voice of the employee, and the role of the supervisor are treated with parity such that esprit de corps evolves as a natural byproduct.
For more information, contact the author at
thomas.c.rice@usace.army.mil.
CAMERON RICE has over 15 years of federal service, including 10 years in uniform as an Army infantry officer. He holds a Master of Public Administration degree from Columbus State University and a B.S. in business administration and management from the United States Military Academy at West Point, where he earned his commission. As an Army officer, he conducted various assignments around the world, including deployments to Iraq and Africa. After leaving the service, he worked in private industry for two years before returning to federal service with the Corps of Engineers, where he is currently the strategic planner for the Mississippi Valley Division.
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