As we embark on month nine of the COVID-19 pandemic, it is becoming harder to remember what work and life were like before we all started staying home. Looking at this experience from a “glass half full” perspective, there have been some bright spots.
We learned new ways to connect with family and friends across the country and the globe thanks to technology. We appreciate these connections more than ever before and will most likely use technology to reach across the miles that separate us for years to come. From a business perspective, we proved that virtual work can be effective and shattered the notion that people do not work well from home. We also learned to be more innovative and creative about addressing the challenges and opportunities that the digital world offers.
The huge downsides of COVID-19, however, cannot be understated. The pandemic has brought numerous challenges that will likely be more impactful than the few benefits. Medical challenges, loss of life, fear, and isolation are widespread. The personal toll wrought by the pandemic and resulting lifestyle changes is evident, and the long-term effects are yet to be seen. The mental health impacts of the COVID-19 pandemic will become even more apparent in the years to come.
Employee Mental Health
In August, the Centers for Disease Control and Prevention reported that almost 41% of adults in the United States are struggling with mental health issues or substance use. This number is double what has been historically reported before the pandemic. In addition, 70% of global employees feel they are more stressed and anxious at work than ever before. Obviously, these numbers are concerning for employee health and well-being as well as for productivity.
So, what is the “glass half full” view of all this disconcerting information? Mental health support has become a primary concern for employers as their employees struggle with anxiety, loneliness, and depression related to remote work coupled with personal anxiety related to the pandemic. Organizations that are concerned for their employees’ well-being are examining these challenges and the seemingly insurmountable obstacle of no real personal interaction. Companies are responding with increased mental health benefits, offering meditation sessions and fitness classes, and encouraging team bonding activities during the workday.
The upside for teams dealing with these concerns is that leadership can make the difference. All of the attributes and behaviors that make great leaders truly great are still impactful in today’s virtual world—maybe even more so. The difference is that leaders need to be especially vigilant about their approach and work even harder at making connections.
Leading During Crisis
Leaders are aware of the challenges their employees face. They are facing them as well, and their ability to be empathetic can make them more effective. While some leadership behaviors and actions may be common sense, now is a good time to make sure you are still modeling the right behaviors. Create a culture of understanding and levity that allows people to work hard and enjoy the people and culture of the company at the same time.
Being vulnerable and authentic can make you more relatable—it is not a weakness. Everyone is going through this pandemic and has challenges, fears, and concerns. Be open and share your experiences to help others see that we really are all in this together. Setting boundaries to your workday can model the importance of setting boundaries for others as well. Simple behaviors such as marking a daytime walk on your own calendar and having a set time to end the day show others that prioritizing your own health and well-being is supported.
As always, work to stay connected with all different levels of the organization. Since there are no casual, in-office interactions, it is imperative that you make those interactions happen. Check in on people, but make sure you are not checking up. Letting people know you were thinking of them and wanted to make sure they had what they needed sends a message of support. This also makes you more approachable so employees feel comfortable asking for schedule flexibility or other accommodations that will help them cope.
Your ability to be human and connect with the people in your company is extremely important right now. People are looking for you to connect with them on a personal level. They are looking to you to understand the challenges they are facing, even if they are not telling you what those challenges are. They are also looking at you to see that you understand and are feeling the same stress. Empathy is a leadership skill that is often underutilized.
Lastly, communicate, communicate, and then communicate again. Communicate so people feel they know what is happening in the company. Communicate the flexibility that is being encouraged. Communicate the mental health assistance that is available through the company. Communicate your appreciation for their effort. Communication helps people feel connected to the company and makes their work have purpose.
I have always believed that we have different leaders for different times. This is truly a novel time for all of us, and strong, empathetic leaders are needed to guide their employees and companies through it all. Although we don’t know when we will return to normal, we will evolve to some new work experience that includes at least some remote work. Creating the culture to support your employees now can help the industry evolve to an even better work-life balance in the future. Leading with confidence and compassion will help everyone through this challenging time and build a stronger, more connected organization in the process.
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