A look at the questions showing up across organizations and how leaders can thoughtfully address the needs of their teams
Lately, I’ve been hearing a lot of the same questions from clients across industries, roles, and team sizes. Something I’ve noticed in my line of work is that repetition is rarely random. When the same themes keep surfacing, I pay attention!
These questions reflect what many leaders and teams are navigating right now: complexity, uncertainty, and a genuine desire to show up better for their people and their mission. Below are a few of the most common ones I’ve been hearing and how I’m responding.
This question tugs at the heart of modern leadership. It teeters closely to the bigger question related to effective leadership in today’s workplace; how do we sustain high performance without sacrificing well-being? To be honest, the answer to this question can be highly context-dependent. However, in many cases the process starts with taking an active role in preventing burnout rather than waiting for something drastic to occur (such as mental health crises or high employee turnover) to take action. Here is an approach that can lead to success when balancing well-being with high performance: Acknowledge the Reality: Leaders and teams need to know burnout is not a personal failing and is often a structural issue. Recognizing that you are experiencing burnout, and avoiding personal “blame-calling,” is the first step toward meaningful intervention. Micro-Renewals vs. Macro Retreats: A common mistake when addressing burnout is to conduct a grand reset which may have some benefits, but only in the short run. Instead of waiting for a vacation, weekend, or company retreat to reset, employees should be encouraged to embrace small moments of renewal. Examples of micro renewal moments can include taking more unscheduled breaks, engaging in a meditation practice, taking wellness walks throughout the day, or setting healthy boundaries about availability. Model Sustainable Leadership: The research is clear that if leaders push through exhaustion or celebrate working 16-hour days, their teams will mirror that behavior. It is critical for leaders to normalize taking breaks, demonstrate mindful work habits, and promote conversations about realistic workloads.
You may have heard the phrase, “change is a constant.” This adage is true in society and is naturally also true in business. Navigating change effectively is one of the most challenging workplace dilemmas that I encounter. One pattern that I have recognized is that successfully managing change typically hinges on framing the change in a way that acknowledges uncertainty while reinforcing confidence in the path forward. The approach that I have seen work most effectively adheres to the following steps:
Provide Context: It is normal for employees to be curious about why a change is occurring, and we don’t want that curiosity to turn into paranoia. The first step to establishing comfort with the change is to start by explaining why the change is happening. Uncertainty grows when people feel blindsided, so offering a clear rationale can help ground the conversation.
Validate Concerns: It is inevitable that some employees may respond emotionally to an organizational change. The key is to address these concerns head-on, acknowledging that change can be challenging and reassuring them that their concerns are heard. Involve the Team: The magic of agency and inclusion shall not be underestimated. Inviting teammates into the change-making process can go a long way to ensuring that major shifts feel less disruptive and can even be welcomed. Inviting teammates into the process can come in the form of hosting feedback sessions, organizing task forces, or simply including them in larger, forward-looking conversations.
Aligning organizational values with daily business behaviors is a common predicament for companies who strive for organizational integrity. What businesses often notice is that there is a disconnect between their aspiration and their execution. Rather than assuming the company’s espoused values and enacted values will unite organically, here is a strategy that may resonate:
Make Values Actionable: It is important to ask leaders a million-dollar question-what does this value look like in practice? For example, if a company values “innovation,” how are they ensuring that they create psychological safety which will enable experimentation? If a company values “inclusion,” how are they ensuring that all voices are heard? It is critical to thoughtfully define which behaviors will reinforce company values in daily work.
Integrate Values into Systems: One of the first steps of starting a business involves establishing the values and the mission of the company. A simple way to ensure these ideas are not just lip service is by double-checking that company principles are incorporated into the daily business rhythms of the company such as hiring, performance reviews, and employee recognition procedures.
Model From the Top: I have said this before, and I can surmise that it will come up again. If leaders articulate values but are not demonstrating them consistently, employees will see them as empty slogans. The behavior of company leaders must reinforce the values they expect from their teams.
Something to remember is that these common questions are not signs of dysfunction. They are signs that people care! These questions show that leaders are trying to get it right, even when there’s no perfect playbook. If you’re asking questions like these too, you’re not alone. And the good news? These challenges are solvable with clarity, intention, and a willingness to listen.