Employee Personal Factors: How do I choose between the needs of the people and the goals of the business?

'Personal factors' is one of the six building blocks to the chnnl Level Up framework. Why? Because they are a key psychosocial factor described by SafeWorkAU and WorkSafe NZ and they are also important leadership and business promoters or detractors and require specific skills and competencies to ensure psychological safety and employee wellbeing. 

1. Should leaders and managers be aware of employees personal challenges? 
   
   
2. How can leaders manage employee performance and achieving business goals, yet balance empathy and understanding for employees circumstances? 
   
   
3. Where is the line for leaders in supporting employees when it comes to personal concerns? 

Three big questions! And ones that I have often faced myself leading teams, but also questions that I am asked from directors in  boardrooms through to CEO’s and middle managers… and the answer is always the same… There is ‘no line’ , it is always gray, and the balance is never easy. So here are some of my musings as to why I believe empathy and kindness always wins, and practical tips for how to engage with employees about personal challenges. Because in the words of researchers, Bailyn et al (1997),


“There is no need to choose between the goals of the business and the needs of the people; instead, integrating personal lives with strategic business issues can lead to strategic innovation and growth.”

Watch the video below for an introduction from Liz Berryman (chnnl CEO).

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Being an emotionally intelligent leader is crucial for supporting employees with personal challenges at work because it enables leaders to recognise, understand, and respond to their employees' emotions effectively. Dr. Elizabeth Berryman emphasises the importance of noticing changes in employees' behaviour, even subtle ones, and trusting your instincts if something feels off. She notes, "It's important to recognise those whose behaviour changes from their 'normal'. It might be subtle, but if you ever think 'oh that's strange for Jane to say that,' or even have a strange gut feeling that something isn't right, it's important to listen to those prompts and recognise the signs an employee might be struggling with a personal issue." Acknowledging that everyone faces personal challenges, such as the loss of a loved one, parenting struggles, health issues, or unexpected disasters, underscores the need for flexible and empathetic leadership. By fostering a supportive environment, emotionally intelligent leaders help employees feel valued and understood, which enhances their well-being and productivity.

“Great leadership works through emotions. When leaders drive emotions positively, they bring out everyone’s best.” Daniel Goleman

“Emotions are important because of the open loop nature of the limbic system. Unlike a closed loop system which is self regulating, an open loop system depends largely on external sources to manage itself. People rely on connections with each other for their emotional stability. Especially, people tend to take emotional cues from their leaders. “ Daniel Goleman

Our research shows that the solution to the dilemma of balancing personal lives and strategic business issues lies in connecting these two aspects rather than treating them as a trade-off. By making an explicit connection between personal needs and business goals, companies can tap into an untapped source of strategic innovation and growth. This approach emphasises that there is no need to choose between the goals of the business and the needs of the people; instead, integrating personal lives with strategic business issues can lead to strategic innovation and growth. This unexpected connection can serve as a lever to challenge work practices continually and drive culture change within organisations.

“Must we choose between the goals of the business and people/s needs? We argue that the answer is a resounding no” 

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1.   Recognise the Signs

Objective: Identify potential signs of personal issues affecting an employee's performance.

How to do it:

• Observe changes in behaviour, mood, productivity, quality of work, attendance, or communication.
  
  

Conversation Starter Lines:

• "I've noticed you seem a bit down lately, is everything okay?"
• "I've seen a few changes in your work recently, can we talk about it?"
• "You used to be very punctual, but I've noticed you've been late a few times this month. Is there something going on?"

2.   Initiate a Conversation

Objective: Start a respectful and empathetic conversation to express your concern and offer support.

How to do it:

• Approach the employee in a private setting.
• Use open-ended questions.
• Listen actively without making assumptions or judgements

Conversation Starter Lines:

• "I noticed you've been late for work several times this month. Is everything okay?"
• "I saw that your last report had some inaccuracies. Is there anything affecting your ability to focus?"
• "You seem a bit withdrawn recently. Is there something you'd like to talk about?"

3.   Provide Reasonable Accommodations

Objective: Offer appropriate accommodations to help the employee cope and perform better.

How to do it:

• Discuss possible accommodations such as flexible hours, reduced workload, or extended deadlines.
• Ensure accommodations are fair, consistent, and documented.

Conversation Starter Lines:

• "Would flexible work hours help you manage your current situation better?"
• "Is there anything specific we can adjust to make your workload more manageable?"
• "We have counselling services available if you think that might help. Would you be interested?" 

4.   Monitor Progress and Follow Up

Objective: Keep track of the employee's progress and adjust support as needed.

How to do it:

• Provide regular feedback and encouragement.
• Check in on the employee’s well-being periodically.
• Adjust accommodations based on performance and feedback.

Conversation Starter Lines:

• "How are you finding the new work schedule? Is it helping?"
• "I've noticed some improvements in your work. How are you feeling about it?"
• "Let's review the accommodations we made. Are they still working for you?"

5.   Maintain Boundaries and Balance

Objective: Support employees while maintaining professional boundaries.

How to do it:

• Respect the employee's privacy.
• Avoid taking on the role of a therapist.
• Manage your own well-being and seek help if needed.

Conversation Starter Lines:

• "I want to help, but I also want to respect your privacy. Share only what you’re comfortable with."
• "I’m here to support you as your manager, and we have professional resources available if you need more help."
• "It's important for both of us to maintain balance. If you need anything more, let me know."

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Additional Perspective

Encourage EAP and Wellness Initiatives such as chnnl Team Challenges:

When an employee is facing personal issues that impact their performance, it’s crucial to have a discussion to understand the root cause. Offering time to cope or suggesting a break can be beneficial in extreme cases. Additionally, having an Employee Assistance Program (EAP) that provides access to counselling, therapy, and other support services is vital. Promoting wellness initiatives within the organisation fosters a culture of holistic well-being, encouraging employees to prioritise their physical, mental, and emotional health, which helps build resilience and better coping mechanisms when facing personal challenges.

Prioritise Employee Voluntary Participation:

Consider the employee's willingness and comfort level when discussing personal issues. Monitoring should come from a place of support rather than avoidance of mistakes. Always be firm on content but gentle with people.

References:

        Bailyn, L., J. K. Fletcher, and D. Kolb. "Unexpected Connections: Considering Employees' Personal Lives Can Revitalize Your Business." DigitalCommons@USU | Utah State University Research. Last modified 1997. https://digitalcommons.usu.edu/cgi/viewcontent.cgi?article=1034&context=advance.

 

        Stone, D., B. Patton, and S. Heen. "Difficult Conversations—How to Discuss What Matter’s Most." (Harvard Negotiation Project, Penguin Books, 2000, 250 pp.). Last modified 2000. https://highpointjourney.com/wp-content/uploads/2016/04/Synopsis%E2%80%94Difficult-Conversations.pdf.

 

        Walter, T. "How to Have a Difficult Conversation." Get In the Game (GITG). Last modified 2022. https://static1.squarespace.com/static/5f1d4368f196524da1f0cbd3/t/63463e149dbafd32180df493/1665547796262/22-23_Amplifier_How+To+Have+A+Difficult+Conversation.docx.pdf.