Psychologically stressed employees: Look instead of looking away!

In times of crisis or uncertainty like the current ones, the psychological stress and illnesses of employees increase. And their managers? They often look the other way when they notice a change in an employee's behavior - partly because they are unsure: Am I offending the employee too much when I talk to him about it? Or does he even perceive it as an intrusion into his private sphere? And: Is the situation possibly even getting worse as a result?

Managers bear joint responsibility

Answering the above questions is not easy for managers! After all, their perception is always subjective. Nevertheless, it is their task not only to recognize changes in employee behavior, but also to respond to them adequately. This presupposes that the manager is in regular contact with the employees.

How do you recognize employees who are under psychological strain? Indications for a strong psychological stress or even illness can be:

• Absenteeism is on the rise.
• The employee quickly reacts irritably and appears exhausted.
• It takes longer to complete everyday tasks.
• The employee makes more mistakes.
• He withdraws socially.

How to respond to the "alarm signals"? If you as a manager register such changes in an employee, it is not your job as a layperson to make a medical or psychological diagnosis. However, you should not ignore the situation, but address it. The concern that this will make the situation worse is usually unfounded - as long as there is a genuine personal interest in the person's well-being behind your approach. Then the person concerned will experience your becoming active as an expression of personal appreciation and an offer of support - if needed.

The earlier mental overload and developing illnesses are recognized and counteracted, the better it is for your team. After all, your team also suffers when a colleague suffers.

How you should proceed? 4 steps!

 Step 1: Perceiving the change

• Regular contact with employees is needed to identify changes.
• Don't talk about an employee's ongoing (behavioral) changes with colleagues behind their backs.

Step 2: Addressing the observations

• Seek one-on-one discussion with the employee.
• Address your observations in specific situations.
• Avoid your own interpretations and judgments of the situation.
• If the employee does not share your observations, do not coerce him or her to do so.
• Offer him support.

Step 3: Take the initiative for change

• Ask the employee whether and, if so, what support they would like from you, their colleagues, the company.
• Assure him of your support. Agree on concrete measures with him, if necessary.
• If your observations do not change after the interview, have another conversation with the employee to address his or her behavior.
• Illuminate with him or her operational and, if possible, private resources for positive change.

Step 4: Performing a leadership function

• If several discussions with the employee do not lead to an improvement, you should move on to formulating your expectations (for example, taking advantage of supportive measures).
• Involve (extra-)operational helpers.

Recognizing employees under psychological stress at an early stage: Communication helps

Open and early communication about how to restore an employee's well-being and ability to work increases the likelihood that a good solution will be found for everyone involved. So as a manager, you should take action. Because at the end of the day, what matters is that a proven employee remains with your company.

About the author:
Sabine Machwürth is a member of the management board of the internationally operating management consultancy Machwürth Team International (MTI Consultancy) in Visselhövede (Germany). www.mticonsultancy.com