DON’T PLAY PSY­CHI­A­TRIST

Finweek English Edition - - MANAGEMENT -

There may be some sit­u­a­tions that you’re not equipped to han­dle: men­tal ill­ness or sub­stance abuse, for ex­am­ple. In th­ese cases, or in any sit­u­a­tion that you’re not com­fort­able ad­dress­ing, re­fer the per­son to HR or an em­ployee as­sis­tance pro­gramme. This shouldn’t be your first reaction when you see tears, but you also shouldn’t take on some­thing out of your com­fort zone. PAY AT­TEN­TION Don’t wait for a cri­sis to tune into peo­ple’s emo­tions. Pro­vide op­por­tu­ni­ties for em­ploy­ees to talk with you about what’s go­ing on in their lives. You might set aside a few min­utes at the end of one-on-one meet­ings. Kreamer sug­gests ask­ing ques­tions like, “Are there any is­sues on the hori­zon that might af­fect you? Let’s put them on the ta­ble and see what we can do about them.” This gives em­ploy­ees per­mis­sion to open up. “Of­ten em­ploy­ees are fright­ened to ask for help be­cause they feel they’re risk­ing their value to the or­gan­i­sa­tion,” she says. Sanchez-Burks’ re­search shows that be­ing at­tuned to your em­ploy­ees not only makes you more hu­man, it makes you a bet­ter leader, too.

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