I hate jargon, so I refuse to call this "hypercare."
I do like helping people feel confident in using systems.
I call this TLC → Thoughtful Leadership Care.
(It's a working title.)
I don't know know how else to say this, so forgive me if it's blunt.
If you're leadership lacks emotional intelligence they will thrash during this phase.
If your leadership has emotional intelligence in spades, but next quarter's projections are off, they will thrash during this phase.
Most organizations points to the users. (Or worse, the project team.)
It's not the users.
It's rarely the project team.
This is where the reality of your governance comes to bear.
What is leadership modeling?
How is leadership modeling it?
To what degree are they being thoughtful and caring toward their direct reports?
To their superiors?
To the project team?
Emotional attunement and resourcing matters here.
Did you just sign a big contract and send everyone into over-utilization?
Congrats on the contract, that's great.
Did you also grant grace around required fields and put in place measures for data monitoring and clean up when the dust settles?
Did you work out a way to extend support so people can do their jobs well while they adapt?
Small organizations and teams will push back on the structure here, but their size can work in their favor. Re-alignment can happen in an afternoon.
Mid-market firms struggle here because they have often made strides towards governance but certain members of leadership generally believe it doesn't apply to them.
(Especially true for orgs with founder-CEOs. Ask me how I know!)
Large firms struggle here because there's often lot on the line, and that is genuinely intimidating even when you've been through it before.
Fear does not bring out the best in humans.
Pretending your leadership and staff will behave like robots on an alignment chart is the biggest misfire.