We’ve all felt the lasting impact of the last few years. A study confirmed it, we’ve gotten more stressed and feel a high level of anxiety these days.
In order to keep people engaged and have them stick around, it’s important for you as a leader to be mindful of your team’s stress levels and well-being. While serious treatment for mental health concerns needs to stay with the professionals, there are actions that you can take to help support and care for your team.
Keep a high-touch communication cadence
The saying “Out of sight, out of mind” is certainly true. Think about your personal goals, desires, and best intentions. Without intentionality to keep them in front of you, they end up falling to the wayside and become missed opportunities and disappointments. That’s one of the reasons we recommend whiteboards, apps, and/or smaller physical capture points to catalog your goals, both short and long-term.
Think of your employees in the same way, if they are working remotely or in a different location, they are in danger of being left behind and feeling disconnected from their work and from those that they work with.
I’ve always been a fan of weekly one-on-ones, even when I led remote teams across a large geographical area, I kept a cadence of check-ins with my direct reports. The pandemic pushed me to change my communication style in order to meet changing needs. I no longer have scheduled one-on-ones, but put quite a bit of effort into connecting multiple times a week in both formal and informal settings. This has helped with a list of things not building up and makes the conversation cadence feel like we are in an office setting without actually being in the same space.
High touch doesn’t mean quick and shallow communications. Is it appropriate sometimes? Yes, but include meaningful and deeper conversations as well.
Some prompts to get you started:
- How are you feeling about your workload? Do you have enough time to get everything done?
- How do you feel at the start and end of your day or week? (Good question to gauge burnout)
- How can I support you or your work?
- How are you staying connected to others?
Help your people’s well-being by making sure that they feel informed, included, and appreciated.
Cue into the nonverbal and physical clues
We know that there is power in non-verbal communication (EP 186). People that are struggling with stress, anxiety, and uncertainty will often show signs of distress, it’s just a matter of you as a leader being attentive enough to pick up on the clues.
Look for changes in behavior that can include:
- Wanting to, or outright avoiding group gatherings, both in-person and virtual.
- Showing signs of fatigue, aches, pains, and changes in energy level.
- Becoming overly passive, or losing and sense of engagement.
- Showing nervousness, irritability, and restlessness.
- A drop in the level of communication
As a leader, you make it easier for your people to share when you are attentive and engaged with them on a personal level. They see your attentiveness and will open up more to you. On the other hand, they also know when you aren’t paying attention and will volunteer less information and articulate less on issues and struggles.
Allow them time to refocus, decompress and reframe
Overall, I think people are harder on themselves than they should be. I know that I am. I have a tendency to try to push through physical pain, burnout, or setbacks.
Pushing for progress is always a great approach right? Well maybe not. I had years of built of injuries from running because I kept pushing through them all and tried to quickly fix things so I could continue on. I took the pandemic time to try something new…. rest. It took a long time, but my foot, knee, and hip issues all eventually resolved themselves. Even my back started feeling better and survived a big house move.
When you identify that a person needs some time to focus on their well-being, don’t wait for them to ask for time. Be proactive and help them get the time to take care of themself.
- Keep track of their vacation cadence. Encourage them to take time off and get away from work.
- Help spread their workload to help ease their stress.
- Look for efficiencies in work to help them eliminate time wasters.
- Partner together for ways that they can delegate some work to others.
- Model and demonstrate how you decompress and refocus your life.
Encourage and affirm your people that is ok to take that time needed for them to take care of themselves. Your team shouldn’t foster a culture where an individual considers it a badge of honor when they go long times without taking a break from work. The work will always be there, but the employee won’t if they reach a high level of burnout.
An employee’s well-being is equally owned between themselves and their leader. They should prioritize their own health and mental well-being and the leader should remain committed to supporting their well-being through their experience at work. Be an impactful leader by starting small and having the intentionality to support your team.
Make a better tomorrow.