How Managers Can Support Work-life Balance and Lead with Empathy During COVID

ny of those still headed to work are fearful both of COVID-19 and of being fired. AP Photo/John Minchillo
Many of those still headed to work are fearful both of COVID-19 and of being fired. AP Photo/John Minchillo
  1. Providing comfort and monitoring for signs of struggle such as distress, social withdrawal and poor performance, and knowing when to refer an employee to professionals.
  2. Recognizing that some employees may have families and loved ones who are requiring additional attention, so openly asking employees how they are managing both work and nonwork.
  3. For those without others in the house during physical distancing ordinances, offering check-ins and encouraging them to virtually connect with colleagues, friends and family.
  4. Reinforcing to your employees that you are sympathetic and that you’ll maintain an open-door policy — virtually — for them to talk through issues when needed.
  1. Making sure you stay up-to-date on safety and public health COVID-19 responses relevant to your team.
  2. Knowing about the most up-to-date wellness resources available to you and your workers. Remind people of these resources regularly in meetings and consider posting information about wellness resources in your virtual workspaces, employee websites and other shared spaces.
  3. Defining your own boundaries and preferences regarding work hours, response times and disclosure around family obligations. Then, projecting consistency in your ability to adhere to these boundaries.
  4. Using paid time off and sick leave when needed, and encouraging your staff to do the same, or helping your staff to find state and national level resources to assist with leave.
Employees with kids may struggle balancing work with their families while balancing telecommuting and virtual learning. AP Photo/Nam Y. Huh

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