Your people are struggling—what you do next matters
Over the last few weeks, there’s been a common theme among my friends, colleagues, and coaching clients: folks are not okay. And their concerns are wide-ranging; here are just a few of the people I talked to this week.
Multiple mid-level leaders—who joined organizations because they believed in their mission and commitment to Diversity, Equity, and Inclusion (DEI)—are disheartened, questioning where they belong.
A Senior Executive on Wall Street told me that “the only people talking right now are white.” Everyone else is afraid of repercussions.
An Asian American consultant (a partner at their agency) was spit on and told to “go back to China.” They were born in New Jersey, not that it matters.
A CEO who is worried about the health and well-being of their loved ones (and themselves) as we see slashes to programs like the NIH Indirect Cost Recovery initiative.
A leader who found an employee crying in their office.
A CMO who told me that she’d been trying to block out all the “noise,” until many of her friends were impacted by government job cuts, like the ones at USAID. After seeing her friends in turmoil—who chose to work for less pay in order to make a more significant impact in the public sector—she now feels compelled to catch up in an effort to stay informed.
I was also personally impacted this week, when a purchase order for a team workshop in Europe was put on hold indefinitely. Due to our trade war with the EU, the company isn’t currently hiring U.S. consultants. And I’m far from the only small business owner to experience setbacks like these.
Many leaders want to help their team members who are struggling, but they don’t know how. Here are three ways you can support your people during times of uncertainty and turmoil.
Ask yourself: Would I know if a team member was suffering?
“Never waste a good crisis”
No matter what your political views are or if what’s happening is affecting you personally, it’s important to recognize that many people are struggling and distracted—and how you show up as a leader makes a big difference.
I recognize that the leaders who may need to hear this most are the ones who are apathetic at best (and I may have lost them already). But if you’re still here, please consider this. It’s good business to be empathetic (or at the very least perceived to be empathetic), even if you don’t agree or understand how others are feeling. A Catalyst study revealed that empathetic leaders have more engaged teams and more profitable organizations. 61% of employees surveyed said they felt innovative and proactive due to the empathetic leaders in their lives, compared to only 13% of those who had less empathetic leadership.
I heard Ken Chenault say, “Never waste a good crisis”. and I think it applies here. Moments like this give you an opportunity to step up as a leader. Today’s employees expect empathy from their leaders, and it’s wise to consider how it can become your competitive advantage. Empathy is a positive force, with the power to increase productivity, life-work integration, and loyalty to the leader. This week, I spoke with my friend and colleague Aoifa O'Donnell, president of National EAP, Inc., who reinforced this to me, “A difficult time is an excellent opportunity for businesses to signal they care and they have their employees’ well-being at the forefront... Leading with empathy and compassion is key, and it shows up in the time they make for their employees and the type of conversations they have. Acknowledging the human, messy stuff that happens to our employees has a huge ROI.”
Ask yourself: Who is the leader your organization/team needs right now? How do you want to show up? What actions do you need to take?
How to empathize with your team—and mean it
Many people confuse sympathy and empathy, but they are not the same. Sympathy is when you feel sorrow for what someone else is going through because you can personally relate to their experience. Empathy, on the other hand, is about seeking to understand someone’s feelings—even if you haven’t experienced them yourself. As a leader, you may not always relate to what your team is going through, but you can still show up with empathy and support.
One of the simplest yet most impactful things you can do is acknowledge and hold space when someone brings something to you. Folks really want to be heard, so consider this insight from Steven R. Covey: “Most people do not listen with the intent to understand; they listen with the intent to reply.” So really listen without judgment, validate their experience, and resist the urge to immediately fix the situation. Additionally, create opportunities for your people leaders to share what they’re hearing from their teams and coach them on how to respond with compassion. When leaders approach challenges with care, it benefits both the individual and the organization in the long run.
Offering resources is another meaningful way to show empathy. Consider these options:
Leverage Employee Assistance Programs (EAPs) for Support: Many organizations offer confidential counseling and support services at no cost to employees. Ensure your team is aware of how to access these resources, as they can provide critical support during challenging times. Not all folks feel comfortable accessing these resources, but Aoifa offers some advice on how to make them more comfortable, “Teach and normalize what the EAP is and invite the EAP in to do an orientation. EAP is for everyone - from someone who feels stressed or needs financial consultation to someone struggling with addiction. Use the EAP yourself and then tell your team how it helped you. Show vulnerability and coping skills in action - it can be inspirational to many!“
Foster peer support and community connections: Creating opportunities for connection—whether through formal employee resource groups or informal check-ins—can help individuals feel supported and less isolated in their professional journeys.
Find new ways to reach your people: In marketing, there’s a theory called the “rule of seven,” which asserts that consumers have to see content at least seven times before making a decision. Communication works like that, too. If you feel like you’ve been offering up solutions, but no one is taking advantage, try reaching them another way. Share what’s available frequently, switch up the language you use, and utilize different channels—send it via email, mention it in meetings, or drop it in the Slack or Teams chat. Eventually, more folks will take notice.
Consider flexible work arrangements: Providing employees with the opportunity to take time off and offering flexibility in their schedules or workload can significantly enhance their well-being and productivity.
Invest in manager training on mental health awareness: Empowering leaders with the knowledge and skills to recognize signs of distress and approach sensitive conversations with empathy can strengthen their ability to support their teams effectively.
At the core, small acts of care—checking in, listening, and normalizing asking
for help—builds a culture of empathy. We are humans first before we are employees or leaders. As Aoifa said, “Life is always life-ing. If we don't make space for acknowledging those realities as supervisors and business owners, we are behind the times and our culture and growth will be negatively impacted.”
Ask yourself: How will I know if I’m making progress towards supporting my team, so that they can do their best work?
This country is diverse, with a wide range of political views. While some may feel encouraged by recent federal developments, others may be deeply distressed. As a leader, your role is to support all your employees, ensuring they feel safe, respected, and equipped to navigate challenging times. To quote Theodore Roosevelt,“People don’t care how much you know until they know how much you care.”