How can you recognise mental well-being challenges in high performers?
The easiest way to recognise mental well-being challenges in your team is if they tell you directly that they’re facing a challenge. This means that having a culture where people can openly discuss their feelings is the most important thing. We’ll come back to this later.
Other signs of mental well-being challenges or even burnout include:
- Seeming distracted and less engaged during meetings and events
- Physical absence from social activities
- Decreased productivity
- Frequently calling in sick
- A short fuse; easily irritated
- Struggling to cope with feedback
- Forgetfulness and sloppy errors
- Complaining about tiredness, not sleeping well and pain (for example, headaches, neck pain and back pain)
Not all managers are trained to recognise the signs of poor mental well-being. However, our experts will be able to help you and your team by providing psychological guidance. You can also learn more about recognising team mental well-being challenges in this article.
How can you help high performers avoid mental well-being challenges and burnout?
By the time burnout symptoms appear, it’s often too late to prevent them. Instead, it’s more effective to proactively implement strategies that help your colleagues mitigate these challenges. Here are ways to achieve this:
1. Allow high performers to choose their projects (when possible)
Often, the most demanding projects are naturally given to the highest performers, adding more pressure to their already busy schedules. When possible, give high performers an option to choose projects so they can achieve a better balance.
2. Encourage people to be open about their feelings
You could fill a library with books about creating an open corporate culture. The first step is to talk openly about your feelings and encourage colleagues to speak up as well. On Spaces to OpenUp, you can find interesting group sessions or masterclasses on this topic.
3. Encourage a culture of openness throughout your organisation
You could do this through newsletters, podcasts or videos, sharing weekly or monthly stories from colleagues about their mental well-being challenges. Make sure some of these come from colleagues in higher positions: they can set an example.
4. Make weekly “openness and transparency” meetings part of your standard routine
At management consultancy BCG, employees fill out a weekly survey about their feelings and energy levels. These are then discussed with the project team. Be strict about the purpose of these meetings: the goal is not to discuss work-related topics.
From time to time, have a professional join, for example, someone with knowledge of occupational psychology. If you don’t have internal access, our experts at OpenUp are available to help.
5. Have a “no questions asked” agreement if a team member needs an extra day off
If someone tells you that they feel unwell, then let them stop working for the day, without demanding a detailed explanation. Agree to talk about it the following day, so you know what’s going on. And be flexible when it comes to granting days off or re-delegating projects if the mental well-being of an employee requires it.
6. Discourage (extreme) overworking
We sometimes hear stories of teams pulling all-nighters and as a result, being hailed as heroes. As far as we’re concerned, that’s a no-go.
Of course, sometimes a project comes along that requires a bit of a push to the finish line. But when long working days and working weekends become what’s generally expected and part of the culture, then you’ve got the perfect recipe for burnout. If you notice a team member who is constantly overworking, discuss it with them 1:1 and work together to lessen their workload.
7. Evaluate potential stressors within your organisation
An up-or-out system is a significant contributor to success at high-performing companies: only ‘’the best’’ people remain. But it also creates an enormous amount of stress, as well as encouraging people to work overtime. Do some research and find out what your team members are finding stressful. Then examine the extent to which these factors are still serving or working against your team’s performance.
High performers are invaluable to any organisation. So let’s keep it that way by making sure they remain in good mental well-being.
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