Supporting Leaders – an Organizational Imperative

The growing dialogue about employee wellness is useful and important. And while leaders are employees too, most often, those conversations about wellness aren’t about leaders – they are about everyone else. In other words, supporting leaders is often seen as an afterthought.

Which is short-sighted, and quite honestly a bad business decision.

Let’s look at what a leader experiences in most organizations.

• It can be lonely. I’ve written that leading is a lonely job, and anyone who has done the job knows it.
• It is complex. The role of leading people in the direction of important goals has always been complex and full of uncertainty. But never has all of that been as true as today.
• Expectations are heightened. Leaders are now expected to get great results, retain top talent across multiple generations, and be emotionally intelligent, AI conversant, and adaptable, while leading a team that they may or may not see often.

I’m highlighting the obvious. Leading is harder than ever. And as hard as it is, it is consequential too. We want/need leaders who get the results we need.

If we need our leaders to do their best, are we supporting them to be their best?

Looking at it this way, while the focus on employee wellness is valuable, it must include (or even highlight) leader wellness too. Because leaders can’t support their teams if they don’t have the support they need.

How?

Now that you hopefully see why supporting leaders is important, what should you be doing? Rather than me pontificating on specific solutions, let me suggest process to help you answer this question with the leaders in your organization.

• Acknowledge leaders. Let them know you realize they may feel burnout or overwhelmed. Don’t judge – acknowledge.
• Ask leaders how they are doing. Raise the question of leader wellness and see how they are doing.
• Ask leaders what they need. What do they need to feel more supported. Don’t be surprised if it isn’t programs as much as it is community, coaching and mentoring.
• Survey what services/programs you have. Not to “prove” you are doing stuff, but to see if what you are doing matches the needs. Maybe there is an awareness opportunity – where leaders can take better advantage of something. But it is also possible that what you are providing isn’t what they want or need. Survey with curiosity, not to justify or prove something.
• Get started. Don’t make this a nine-month task force project. Talk to leaders and help them feel more supported. Small actions are likely needed and will likely make a big difference.

Your leaders are tremendously valuable assets. Make sure you treat them appropriately and give them the tools they need to succeed. Finding ways to do that is a high return investment.