Surely, if a leader owns up to finding this difficult, and expresses their vulnerability, they will be perceived as weak and ineffective? And yet, the majority have never experienced these unprecedented times of uncertainty, constant bad news and change. How would they therefore have developed a toolkit for managing people right now, during a pandemic, as well as managing themselves.
There is a growing academic movement called ‘authentic leadership’ which suggests there is another way to manage and lead, other than focusing primarily on profit and results. It’s encouraging leaders to lead by example, act as role models and fundamentally understand that they are not expected to have all the answers, don’t have to be invincible, can be vulnerable and need to look after their wellbeing. In doing so, they send a strong message to their workforce.
Whilst HR can be a great support, it’s not enough to defer to HR when managers and leaders are struggling to support their staff. It’s good management practice to recognise the importance of conducting a wellbeing review alongside a performance review. Let’s be honest, people rarely suddenly become poor performers if they have a track record of good performance. They don’t become deskilled and unknowledgeable, more likely the dip is due to other factors and often linked to mental health and wellbeing.
Also, it’s human nature to want to fix things and often managers are paid to come up with solutions when presented with an issue. This means that when a member of staff suggests they’re not okay, and have no obvious physical illness, then the manager’s focus is often on how they can ‘fix’ the person and the problems they are facing.
Evidence shows that what helps people is not being ‘fixed’, or negatively judged. The latest CIPD/Simply Health, Health and Wellbeing at Work report¹ indicates that “Now, more than ever, we need leaders who show compassion and actively foster a culture that engenders trust and kindness. This will encourage people to have the courage to discuss any health concerns in the knowledge that they will be listened to and receive understanding and support”.
This does of course mean the managers and leaders themselves and having the courage to open up and share how they feel and risk being vulnerable which, according to Brené Brown, renown American research professor, is critical to being able to connect, empathise and be there for others².
Mental ill health has overtaken stress and musculoskeletal issues as reasons for long-term absence and it is clear that the role of the manager/leader plays an important part in ensuring mental health and wellbeing is firmly on the corporate agenda, transforming cultures to one’s that
support openness, honest communication, vulnerability, and authentic leaders.
There are a myriad of models outlining how to be an authentic leader. A good place to start is to consider:
1. What’s your leadership style?
Know yourself, your purpose and goals. Be real and congruent. Seek feedback from others.
2. Become more self-aware
Notice how you think, feel and behave and the impact this has on others. Know your values and behave consistently inline with those values.
3. If you mess up, fess up
Have the courage to be vulnerable and you will engender much more connection and respect.
4. Lead by example
Don’t expect to work a 60hour week and assume that other’s won’t think ‘that’s what you need to do to get on around here’. If you prioritise your wellbeing, so too will others.
5. Know your people
Being genuine and real will build relationships based on mutual respect and trust.
6. Communication, empathy and compassion
If you don’t care then why should your people.
It can be challenging operating as a manager/leader at the best of times. To be a success today seems to require a return to the basics of being human. Most people have experienced vulnerability at some point in their lives and lived to tell the tale. Good communication, honesty, integrity, empathy and kindness towards oneself and others will go a long way towards finding a way through these turbulent times.
References
1) Health and wellbeing at work, April 21, Survey report – CIPD in partnership with Simply Health https://www.cipd.co.uk/Images/health-wellbeing-work-report-2021_tcm18-93541.pdf
2) Brené Brown – https://blog.ted.com/being-vulnerable-about-vulnerability-qa-with-brene-brown/
This article is written by Cathy Lawson, Wellbeing Consultant.
