3 Ways To Help Employees Address Negative Triggers In The Workplace

Everywhere we turn, we are inundated with stressors both in our personal and professional lives – as well as in the environments that surround us. It’s natural for our employees to be impacted by any number of triggers, especially those that are culturally or personally significant.

A recent Harvard Business Review article spoke to this very point. “In times like these our employees are struggling. They are stressed. They are afraid. They are worried about their health. They are worried about their ability to provide for themselves and their families. And, on a broader level, they are concerned about the current and future health of the United States and the rest of the world. Truth be told, you are likely feeling some of the same things. Yet, as a manager, you are required to press on. Budgets have to be managed, sales targets have to be met, and difficult decisions have to be made to ensure the ongoing viability of your organization.”

When this happens the knee-jerk reaction for some managers might be to first be concerned about productivity-related issues or how work priorities might be impacted. As a result, some may jump to find a way to quickly fix the issue or solve the problem. The goal, however, should take a much broader view. Instead of a quick fix, managers should seek to be attentive and open – offering genuine support to an individual who is struggling. As a result, relationships will strengthen, and engagement, loyalty, and trust from employees will increase.

The HBR article I mentioned before concluded something similar, stating, “We need to understand them [employees] and their specific challenges and we need to relate to their feelings and emotional state. We need to form and confirm our thoughts about their perspective and we need to be open to hearing and seeing what they hear, see, and feel.”

Might I expound more on how you can step back and be more effective while initially addressing a triggered employee? Making the decision to be present for triggered colleagues can be a challenge. It takes practice to break out of habitual responses; however, it will be worth it. The following are important steps in helping employees address triggers effectively:

• Acknowledge the triggers, don’t dismiss them. It’s important to recognize triggering events for others, even if you may not understand them. Listen by seeking to understand, not to respond or diagnose.
• Provide access to high-quality check-ins. Check-ins allow employees to have a private one-on-one opportunity to share their feelings and concerns in what should feel like a safe, caring, and non-judgement environment. During this conversation the individual should feel free to express their thoughts. This allows the employee to fully process, reflect and feel heard.
• Engage in genuine conversations. Be willing to address hard topics and be transparent about challenging situations. When leaders show a commitment to engage in topics that matter most, employees feel a greater sense of trust and confidence in their managers.   

Engaging in these crucial steps, can turn bad situations around and create experiences led with empathy, compassion, and most importantly, with understanding. Learn more at nikawhite.com.