Managing in Uncertain Times: Addressing Well-Being and Building Trust

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This three-part series explores management insights from Robert Half’s own leaders inspired by our e-Book, The Manager’s Guide to Uncertain Economic Times.

As the U.S. labor market loosens slightly and inflation continues its slow decline from a 2022 high, many business teams are focused on conserving resources. Even though hiring managers are taking a more measured approach, employees are almost certainly stretched and struggling to keep up.

“Businesses seem to be running leaner teams even when the workload remains the same,” observes Keisha Lawrence, branch director for Robert Half. “Employees feel they can't take time away because everyone’s so busy.” And when the to-do list for the day is rarely finished, and employees have full office setups at home, they may try to relieve the pressure by working longer. “Managers need to be mindful of this new dynamic, and not set expectations that working late is the only way.”

Good managers make a point to understand their employees’ lives and drives outside of work. This is how they can detect behaviors that signal stress, “Instead of jumping into every meeting and call with business,” Lawrence suggests, “spend a few minutes checking in on their weekend or just asking them how they’re doing.” Over time you will be able to spot signs of their well-being — good or bad.

It's often the little things, she says. “Like if an employee always brings lunch from home but suddenly is getting take-out daily, that could be a clue their home routine may be disrupted by work or other sources of stress.”

It's more than an occasional conversation in the break room; it requires intention and some creativity, according to Lawrence. Virtual or in-person coffee breaks or even an activity like a painting party invites relaxed conversation and makes space for employees’ interests. “Those are easy, and I’ve done them using YouTube videos,” she says.

Leading employers are adding benefits like caregiver programs and additional paid time off to help reduce workers’ stress and help balance their lives. It’s important, good managers believe, to empower your team to set clear boundaries between their professional and personal lives, to the extent possible, and disconnect from work while they’re out of the office or on vacation.

5 Workplace Wellness Trends with Staying Power

The problem of employee stress is compounded when employees feel they have no recourse and nowhere to turn. Bill Driscoll, senior district director, believes if your employees can’t talk to you about their mental wellness at work, “You’ve missed something critical. Managers should already have preventative measures in place and proactive measures along the way. You don't want to be rushing the fire engine to the fire — you want to prevent the fire.”

Driscoll adds, “The most important thing is to communicate, verbally and non-verbally, that asking for help is accepted and expected. “They need to know that you can and want to help and that it’s OK to take some time to focus on themselves and know their career path or other goals will still be there.”

For more insights on employee burnout, see our post: Preventing Work Burnout Is Now a Business Priority.

When workers face high volumes of work and have no control over how it gets done, employee burnout can set in, raising stress levels to the point of causing significant health issues, according to the Harvard-MIT Work and Well-Being Initiative.

“Employees feel more in control when guidelines, expectations and goals are clearly outlined and agreed upon, says Driscoll. “That sense of predictability and well-being evaporates when assignments start coming at an overwhelming pace and the goalposts keep moving.”

The manager’s mission here is create an environment where everyone clearly understands what the team is trying to accomplish and has input into constructing the goals, objectives and processes.

“The way I see it,” says Driscoll, “I am here to serve my direct reports, to get them the resources they need to do good work and make good decisions. And I’m here to communicate on their behalf to senior leadership and other departments. But when it comes to setting goals and designing processes, I let them set the tone.”

One employee stressor we’ve all seen and probably experienced is micromanagement.

“Frankly, I think it reflects a lack of trust in your employees and even a lack of confidence in yourself as a manager,” says Driscoll. “If you're finding yourself falling into micromanagement — and I certainly have done this — it's time to take a step back and examine whether the problem is with your employee or your management of them.”

Lawrence says tries to be aware of times she may be following too closely, “I ask myself why. Am I feeling pressure from another direction or am I frustrated by something else? I remind myself that the people on the team are here because I’ve hired them, meaning I trust them to do the job.” She redirects the urge by asking clarifying questions to confirm everyone’s comfortable with their tasks and being ready with support and guidance if asked.

Micromanaging can creep in especially when managing remote teams. “You really need to have open and clear communication with your employees,” Lawrence adds. “I think that’s the biggest piece. That and making sure those virtual meetings are meaningful value-adds, not just an appointment to check in on progress.”

Driscoll agrees it’s critical to find opportunities to have deeper conversations with remote workers to head off employee burnout and stress. “I keep coming back to communication. To me, good leadership and good management come down to fostering regular, meaningful two-way conversations.”

For more management insights on building employee trust, see our post: Team Trust: The One Element That Can Drive Morale and Retention.

Emphasize to employees the importance of taking time off to recharge —especially during busy times. Set an example by booking time off yourself.

Announce an open-door policy for employees who are struggling with workloads. Be a resource, listen to their needs and find ways to reduce their burden.

Bring in contract talent, including to help keep workloads in check. This relieves staff and shows them you prioritize their well-being while moving your department forward.

Resist singling out individuals when soliciting or giving feedback to the group — a classic trait of micromanaging — unless it’s for recognition and praise. Follow up with individuals as needed.

Cancel or postpone projects when workloads pile high. Even though it can feel like it at times, not every initiative is a top priority.

Ask team members directly for their feedback on your management style and substance. Be open to what you learn, and adjust your management approach as needed.

Robert Half can help you find the managers you need in uncertain times.

See more from Robert Half’s Manager’s Guide series:

Managing in Uncertain Times: Investing in Employees

Managing in Uncertain Times: Seizing Opportunities in Change

The above is general information and is not intended as advice. If you feel you need additional assistance regarding handling stress for yourself or others, please reach out to a medical or other professional.

Managing in Uncertain Times: Investing in Employees