CEO Today - April 2023

LESSONS IN LEADERSHIP 7 2 individual help. 5. Offer accessible support services Support services which are easily accessed are key to preventing people from becoming more unwell. Organisations should heavily signpost these and ensure they don’t come with layers of bureaucracy that block fast access. As well as offering internal organisational support, professionals such as Counsellors, Psychotherapists and Life Coaches who can listen and offer tools and techniques to build personal and financial resilience should be available. This will help employees learn skills to regain confidence and develop effective coping strategies. Organisations such as the Money and Pensions Service offer free and impartial financial advice through Moneyhelper and should be highlighted by businesses as a useful resource. Creating a robust, proactive wellbeing framework that addresses potential well-being issues rather than firefighting them as they become urgent is key to maintaining a safe and happy workforce in times of crisis. walk. When these are achieved, they should be celebrated together. These kinds of goals also teach teams how to set healthy boundaries and protect them. This sense of community can prevent well-being issues from setting in. 4. Spot signs of burnout early Humans are not designed to always be switched on. Unlike computers, we are built for short sprints broken up with periods of recovery. If an employee is feeling pressure from all directions, both at work and at home, and can’t switch off, this can quickly begin to snowball and lead to burnout. It is important to remember that not all people naturally develop pressure management skills and will not know when to slow down and stop overworking themselves. This can result in a depletion of energy and output as well as a decline in mental and physical health. Leaders must set an example by encouraging clear boundaries and protecting their own. This will help prevent unhealthy habits trickling down through an organisation and being picked up by others. Be vigilant when you see an employee behaving out of character, perhaps being abrupt or impatient with other colleagues, and offer this salary, age or responsibilities such as family. Leaders must listen with curiosity as well as empathy, to understand how people feel and identify organisational triggers. Effectively researching employee needs will help identify target areas and the advice and support that needs to be offered. This will help build a strong programme that aligns with employee needs, as well as making employees feel seen and heard. 3. Celebrate success together During challenging times, it can be easy to focus on the negatives. This can quickly place individuals and teams on the road to burnout becausework isn’t bringing a sense of reward or sense of satisfaction. To maximise motivation and engagement among the workforce, small wins should be celebrated with everyone being made to feel proud of their involvement. Encouraging this shared sense of purpose and pride in teams’ work is particularly important when employees are struggling and have become disengaged. Leaders can also set small, achievable personal professional and well-being goals such as taking a full hour for lunch, eating a nutritious meal and going for a

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