During the past week, a consultant who works in my vicinity came into our office to chat a little when she was passing by. A lovely person with lots of energy and commitment.
We talked about how much we talk about doing, what needs to happen for ill health in the workplace today and how little is actually being done.
She had many different examples from managers, whom she encountered in her consulting role, who saw it as a major problem with sick leave for burnout and who, of course, also hurt themselves about the problem.
What we all know is that most times a person walks into the wall, it is not because it is only the workload that is too great, but because there are many things that interact.
How the person is, what they take on for themselves, their private situation and, of course, in combination with the workload.
The interesting thing in our discussion was that very few managers dared to talk to the employee about the whole problem situation in time. They knew many times that the person had private problems but they did not dare to lift it in fear of interfering and perhaps then get that whole problem in their lap.
But then it's not possible to help either, can it? We meant that you have to have the courage to lift it. Then, of course, it is not the role of the manager to go in and solve a private situation, but there may be other ways to support and put in action on time. No one wants it to be a disaster for both the individual and the organization.
I also read various posts on LinkedIn about the need to "stop talking and start acting" for ill health and engagement in the workplace. Then why are so many people not acting?
It won't work out on its own. We cannot sit and say that we have to do something and then not be prepared to sacrifice neither the time nor the power to coach and see the situation of our entire staff for real.
Hand on heart, dare you ask someone you see feels bad?