Leaders and managers are exhausted and overwhelmed with four out of five on the road to burnout. In times of relentless, rapid and unpredictable change the situation can only get worse as 69% of HR leaders think their leaders and managers are ill-equipped to deal with it. Do they and their reports have the problem solving skills they need to survive and thrive? Easing the pressure won’t happen unless we reframe the situation and come at it from a different angle. In this short article, we explore simple solutions that involve not solving problems people but them – a much more sustainable approach that safeguards the wellbeing of everyone today and into the future.

Reframe change

The reality is that change is always happening to one degree or another. Issues develop when that change affects lives, disrupts relationships and fires emotions. It can be particularly difficult when leaders and managers have to deal with the fallout of decisions made higher up that they had no hand in. They may feel challenged when having to handle resistance, uncomfortable conversations and tough tangible situations that can’t be altered. Fear is a major factor when people feel:

• Out of control,
• Ill-equipped.
• Unheard.

So it’s not so much the change that’s challenging, it’s the human outcomes, reactions and behaviours that result – whether they’re conscious or not. In reframing the situation, we can reframe the answer. When change happens, complications need to be understood and decisions made. We can put all of this pressure onto already exhausted leaders and managers, or we can give them the skills they need to delegate where they can. By switching up and embedding a coaching mindset in problem solving instead, they will:

• Be able to foster an atmosphere of acceptance

It may be impossible to control a decision once it’s been made, the constraints exist however much they’re unwanted. If a manager is trying to lead a team through change, by looking for the things within control and focusing on them, a feeling of agency and accomplishment can be clawed back.

• Be inclined to listen, not fix

There is always more than one way through and if we can get people talking, they’ll find their own solutions. What’s more, they’ll be more invested in the outcomes and more confident to tackle it on their own next time. If a team member needs to offload or complain, let them but it needs to be contained with the focus returning to asking questions so they can formulate their way forward. Psychological safety is key in giving people the space they need to develop problem solving skills. Leaders should consciously steer clear of blame, shame or judgement.

• Be honest

Yes, the situation is difficult but by expressing how they feel about it, managers can model vulnerability, which builds an authentic sense of trust and belonging. This opens a way for agency, optimism and hope especially when there’s a tendency to imagine worst-case scenarios. It sparks information and resource gathering – what can be pooled, developed or explored?

• Get curious

If we’re inquisitive, we’ll usually find fear behind unhelpful behaviours. Resistance to change needs to be carefully managed as it can easily establish a parent/child dynamic, while gossip, backbiting or factions can harm team cohesion when everyone’s stressed.  A coaching mindset encourages the team member to lead the conversation so they can explore what’s in their way. Empowering them to take control of what they can, their attention shifts to planning, acquiring new skills and building relationships.

The sustainable option

Unlocking team-wide brain power through coaching problem solving skills and opening space for idea-processing in a psychologically safe environment will dial back the pressure on everyone. That doesn’t mean that times of change won’t be stressful or difficult to handle but it will help to ward off the long-term and chronic strain that leads to manager burnout. Create a healthier and more productive work environment by embedding a coaching mindset. If this sounds like something you’d like to bring on board in your organisation, please get in touch. We’re experts in this kind of thing and we’d love to partner with you. We’re indebted to Jude Sclater, Jarred Associate and author of Think Like a Coach for her help in developing this article.