Physical overload of employees - 4 tips for managers

Mental overload Look instead of looking away! Looking away is usually the worst solution when there are signs that an employee is mentally overloaded or even ill. Managers should then take action.

In times of crisis or uncertainty such as the current one, the psychological stress and illnesses of employees increase. And their managers? They are often happy to look the other way when they notice a corresponding change in an employee's behavior - partly because they are unsure:

  • Am I offending the employee if I talk to him about it? Or do they even see it as an intrusion into their privacy? And:
  • Is this possibly even making the situation worse?

Managers share responsibility

It is not easy for managers to answer these questions! After all, their perception is always subjective. Nevertheless, it is their task not only to recognize changes in employee behaviour, but also to react appropriately. This presupposes that the leader is in regular contact with the employees.

How do you recognize stressed employees?

Indications of severe mental stress or even illness can be:

  • Absenteeism is increasing.
  • The employee quickly becomes irritable and appears exhausted.
  • Completing everyday tasks takes longer.
  • The employee makes more mistakes.
  • He withdraws socially.

How to react to the "alarm signals"?

If you as the leader notice 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 your approach is based on a genuine personal interest in the person's well-being. In this case, the person concerned will experience your taking action as an expression of personal appreciation and an offer of support - if required.

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

How should you proceed? 4 steps!

Step 1: Perceiving the change

  • Regular contact with employees is required in order to recognize changes.
  • Do not talk to colleagues about an employee's ongoing (behavioral) changes behind their back.

Step 2: Addressing the observations

  • Seek a one-on-one discussion with the employee.
  • Address your observations in specific situations.
  • Avoid your own interpretations and assessments of the situation.
  • If the employee does not share your observations, do not force them 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 and the company.
  • Assure them of your support. Agree specific measures with them if necessary.
  • If your observations do not change after the conversation, have another conversation with the employee in which you address their behavior.
  • Work with him or her to shed light on company and, if possible, private resources for positive change.

Step 4: Performing a management function

  • If several discussions with the employee do not lead to an improvement, you should move on to formulating your expectations (e.g. taking advantage of support measures).
  • Involve (external) company helpers.

Conclusion

Open and early communication about how an employee's well-being and ability to work can be restored increases the likelihood that a good solution will be found for everyone involved. So as a leader , you should take action. After all, it is ultimately about ensuring that a proven employee remains with your company.

This article was written by Sabine Machwürth, Managing Director of MTI-Shared Services, and was published in a modified form in Finanzpraxis magazine, among others. You can find the article here.

WE BRING YOUR STRATEGY TO LIFE

Mental overload - take responsibility instead of looking away. Especially in times of crisis, the stress levels of many employees increase significantly. Managers are called upon to recognize and actively address changes in behaviour - not with a diagnosis, but with genuine interest and appreciation. Early communication helps to identify overload, develop solutions and restore the ability to work. In this way, a proven employee remains with the company and the entire team is relieved. If you are considering how you can establish a culture of looking and supporting in your company, please contact us - together we can create structures that have a lasting effect.

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You can find out what this can look like here: Case studies & experience reports