How do Leaders Navigate Performance Challenges vs Mental Health Issues?
Post-workshop resources
In the live workshop, you explored how to drive more incredible performance from your people while simultaneously supporting their wellbeing and mental health in a hybrid world.
Key learnings of the session included:
Re-watch the event above.
In this post-event resource page, we expand on some of the essential learnings so you can begin to implement them right away.
You can find:
It is time for the typical approach to a performance check-in/annual review to be replaced by a whole-person conversation. Rather than using the standard format of checking in against goals or reviewing performance against a set of competencies, we must consider how to evolve this format to include the whole individual working experience.
Consider the different elements that impact performance from a mental health perspective. By considering the whole person and what really matters to them, you can create action plans that address:
Click this link to access the questions you can ask your employees cheat sheet.
Paving the way with ongoing, open conversations allows you to spot the signs of mental health issues early and intervene before things become complicated.
Are you noticing that someone is struggling or showing signs of performance burnout?
Ask yourself:
If you can identify the potential challenges early on, this will avoid problem escalation.
Click this link to view examples of signs that someone may be struggling with their mental health.
Sometimes, it is appropriate to address both mental health and performance in the same conversation, but sometimes is best to first have a conversation only about mental health, and then follow up with a conversation about performance.
When someone opens up for the first time about mental health, it is hard to jump from a state of vulnerability to a state of ideating solutions.
The state you, the leader, are in when discussing mental health and performance should also differ:
Next steps
Ali has been struggling with their mental health due to some problems outside of work. You have been understanding and offered Ali 1 week off, which doesn’t seem to have been enough, and they want to take more time off. However, the team is under a lot of pressure, and you don’t know what to do anymore.
What would you do if this was physical health? If someone came to you and said they have a chronic health problem what would you do?
Mental health should be treated with parity to physical health. It is time to move from this place where mental health is disregarded, and physical health is the only thing we consider to be ‘health’. They take the time they need off to get well. Follow your company’s sickness absence process and check in with your HR department to see what steps need to be taken.
Try asking the individual “What support would you like from me and the team during this time?” Discuss whether they would like to be kept in touch with, or not whilst they are off. If they do want to keep in touch, ask them how regular and on what topics. Make sure you also get in touch with them to check-in on how they are doing and to show you care as well – with no pressure about returning to work.
Next steps
I manage a team of 6 who I know are struggling. But, there is pressure on me, coming from all sides. I am not sure how I can support another person when I can’t change the workload.
First, think about what you can do to support your own health and wellbeing. You can not support others if you are not supporting yourself. What support is available for you, both within and outside the organisation? What small changes can you make to improve your ways of working and make it more manageable? Starting with yourself will help role model positive behaviour, and it will give you the energy to help support others directly later on.
Secondly, have open conversations to address the situation honestly with the team and to show you care. Simply sharing our stories and experiences can help reduce the impact of stressful situations, help build trust, and has a positive impact on our mental and physical health.
When your own wellbeing has improved, think about how you can be the voice for change in the organisation. How can you set new boundaries for the team, explain to stakeholders why you are doing this, and courageously voice your concerns about job intensity and your ideas for change to senior decision-makers.
Next steps
I am not sure what I should and should not do. He is back at work now but I’m worried if I put too much pressure on him, I may make things worst.
Have an open conversation about how they are feeling about coming back. Talk about how they would like to work, what support they would like from you and the team and how you can help them with their motivation. Ask questions to understand if they are worried about any aspects of the job or workload and talk about how you can regularly check-in with how they are doing. Make sure they feel comfortable sharing any challenges early on.
Agree together their key objectives, and review these on a regular basis to celebrate progress and ensure they are achievable. It can be useful to have clear projects to focus on at work, as long as these are challenging enough but not too outside of someone’s comfort zone to cause more stress.
Next steps
Sam is always outperforming the other colleagues on her team, consistently working late and never saying no or turning down a new project.
Even when people are seemingly ok, taking on a lot of work and bringing good results, it doesn’t mean that you should not consider their mental health. Have regular check-ins with everyone, and do look out for signs of burnout for the overachievers.
Ask them, what are your goals and how do they relate to your wellbeing? Explore if there is anything they can change in the way they work to make work more sustainable?
Make sure they know it is ok to ask for help, in fact, it is a sign of strength, and that saying no won’t harm their career prospects or change how you see them.
Thank you so much for delivering an outstanding Brilliant Minds session. The participants were highly engaged and we have received some fantastic feedback so far. I feel so proud that we have broken ground today - such an important milestone for us.
People Development Lead, 2022 Read the case study
Very relevant. I was very impressed with the speaker's knowledge of the topic. The speaker was able to articulate complex ideas very simply and responded to sensitive questions very nimbly.
Brilliant Minds Learner, 2022 Read the case study
