Playbook For Leaders: Checking in on Employees, Maintaining Personal Connection, & Getting Results During COVID-19 [+ Templates for Team & 1:1 Mtgs]

As we're all keenly aware, we are not operating in “business-as-usual” conditions, and as such, leaders must adapt their style and typical approach in order to meet novel and emerging needs with their teams and businesses. 

In speaking with clients, I am consistently hearing about the importance of (and struggle with) maintaining connection, keeping a pulse on employee experiences, and acknowledging the difficulties and challenges being faced without absolving responsibility for results and productivity. And, commonly, I hear: “there isn’t a playbook for this.” That’s certainly the truth.

If you’re a leader struggling through this (who isn’t?), I’d highly encourage you to explore engaging with a leadership consultant or coach – while I’m providing practical guidance in this piece, a trained leadership coach will provide you with individualized direction, support, and coaching that is specific to you, your business, and your unique challenges. Feel free to email me if you’re interested in discussing various options. Please know that, given our current economic context, I am willing to work with you in whatever way is feasible (and, for those in need, I'm offering pro bono consulting).

Okay, let's get to it. In the next sections, I will address the three main topic areas noted above, while providing general suggestions, sample questions, and meeting flow recommendations (e.g., connect, then lead) that leaders and managers can leverage starting now.

Generally speaking, it is critical that you attune to how employees are faring through this change. Over the years, I’ve worked with many leaders who do not naturally attune to others’ needs and emotions – and I can promise you that, with the right tools, intention, and motivation, this is a developable skill.

First, remember that the majority of managers and leaders are not trained to be therapists, counselors, or psychologists (unless, of course, you are both a leader + psychologist), so it’s important to be prudent in this regard – pay attention to what's happening with your employees, recognize when something may require additional expertise, and have resources at the ready to recommend. I suggest you start with The Center for Workplace Mental Health and the American Psychological Association.

With that said, let's lay out a playbook of sorts that you can utilize to stay connected, provide support within your team, keep a pulse on employee experience, and demonstrate empathy while driving for results. 

Pay attention to your employees' behavior, particularly if it changes.

• Perhaps an employee is typically verbose via email and now they’re not, or they are usually active and energized on calls and they’ve gone silent. If you notice a difference, engage them 1:1.
• Ask: “Hi X, I noticed you’ve been less active on our daily calls and I wanted to check-in with you. How are you? What can I help with?”
• Goal: Provide space for your employee to communicate with you. By engaging them first and sharing you observation, you effectively open up the dialogue. If you don’t ask, they may not tell.
• Listen for emotional cues and personal issues they're struggling with. Importantly, know when you can handle something versus when to refer to HR or an EAP (i.e., Employee Assistance Program). 
• When in doubt, engage your HRBP (i.e., Human Resources Business Partner) to gain their expert advice.

Make video connection a requirement rather than an option. 

Often, people will call in using audio only for scheduled video meetings (I do this all the time, so, I'm definitely guilty!). Typically, this is okay because video calls open happen some of the time, and employees are likely to run into one another in the office.

However, now that many of us are working completely virtually, it’s important to re-set expectations around connecting through video. Perhaps you want your employees to join certain meetings via video (e.g., staff meetings) and then the rest can remain optional.

• Why? Connecting via video simulates a more realistic meeting, and ensures that employees are present, rather than distracted or multi-tasking.
• Don’t: Judge employees for their space – many don’t have designated office spaces at home and that’s okay. We’re all making it work.
• Do: Ensure you’re in a well-lit area. Put your video at eye level (no one wants to see up your nose ;)) and ensure you have a solid audio connection – I highly recommend using headphones or earbuds rather than your computer’s sound system.
• Do: Encourage liberal use of the mute button, and when doing so, ensure that you take a facilitative role by asking each person on the call to weigh in. Consider going “around the horn” to everyone a chance to speak.
• Do: Reinforce good meeting etiquette – actively listen, designate a note taker, stay on time, and stick with a planned agenda. 

Consider launching virtual ERGs (i.e., Employee Resource Groups), or taking existing ERGs online to ensure remote employees have a variety of options for social support.

This will allow employees who are experiencing similar challenges to connect, validate each others' experiences, and learn from another (e.g., juggling young kids and work at home; dealing with isolation or loneliness; transition to working-from-home for the first time). 

Pair your direct reports up into peer mentoring dyads. 

• Encourage them to meet 2x per week to provide support, social engagement, and serve as resources for problem-solving, working through issues, and managing through change. Suggest that they have a virtual lunch, coffee, or happy hour.

Build in routine and structure for the team.

• For example, host a video staff meeting every morning at 9:30am to connect, align around priorities, and kick-off the day together (just as you likely would in an office space). See above tips for using video.
• Or, decide to eat lunch or have a coffee check-in at the same time each day.

Convey care through asking open-ended questions, demonstrating curiosity, giving employees a voice, and helping them feel seen, heard, and understood.

Consider the following structure for your full staff/team meeting.

Spend the first 5-10 minutes of the meeting checking in on how everyone is doing. If this is new for you as a manager — and you typically dive right into the work, tasks, and projects — you may find this framework particularly helpful.

Start with a focus on people – connect first, then lead: 

• Kick-off + tell your team what you’re doing and why: "For the next several weeks, we’re going to spend time checking in with each other more intentionally. Since we don’t have ease of access to one another in the office, we’ll create this experience in our daily touch bases."
• Role model what you’re asking employees to do: “I’ll go first: this week, I’ve been feeling (insert feeling: could be positive (e.g., more focused) or more difficult (e.g., overwhelmed)) due to (describe your situation). I’ve dealt with this by (describe strategies you’re using) and X (e.g., person, resource) has really helped me out."
• Now, turn to the team and ask: “X, why don’t you start? How was your day yesterday? What’s different? What’s your plan for today? What do you need from us?” (And then provide everyone with the space to respond as well; facilitate, give space, and stay on time)
• Close out this section: “Thanks everyone for sharing your experiences during this time. We’ll continue to do this in our daily meetings; however, please reach out directly to me or another trusted colleague if you’re having additional challenges or you'd like to discuss further. It’s important that we stay connected, open, and realistic with ourselves during this time while also maintaining our productivity and getting things done."

Now, shift to work-related topics, projects, and results:

• Kick-off: “Okay, let’s discuss our most critical priorities this week... from my perspective, X, Y, & Z are most critical.” 
• Ask: “What did I miss? What else is high priority for you all?”
• Listen, acknowledge, and validate.
• Say: “Here’s what I know right know {get clear and specific}, and here’s what I believe {speak to the future state, what may happen, where you feel confident}, and here’s what I don’t know/here’s what I’m exploring and figuring out for us.”
• Ask: “What other questions do you have?"
• Say: “As a management team, we are discussing (insert relevant issue that employees may be wondering about); however, our thinking is still developing, and I can’t share decisions yet. I promise to keep you all updated.” 

In addition to team meetings, engage your staff 1:1.

During this time, it’s important to understand each person's unique situation, keep a pulse on their mindset and experiences, and provide them with individual consideration. Set up 1:1 check-ins with each member of your team— perhaps every 2-3 days, via video. Try this framework:

Start with getting a pulse on the employee’s experience (3-5 minutes):

• What’s your quarantine situation like?
• How’s your family doing?
• What sorts of social support do you have?
• What are you doing to maintain physical health and wellness? 
• How was yesterday? What’s your plan for today? Tomorrow?

Then, shift to discussing productivity and work:

• Ask: "What are your most critical priorities this week?"
• Say: “Here’s what I need and expect from you…"
• Provide critical feedback if necessary. E.g., “I noticed X didn’t get done yet and that’s impacting X. How can I help?” 
• Use the Situation – Behavior – Impact model to provide clear, specific guidance and coaching. Remember to serve as a coach during this time. 
• Ask: "What do you need to be successful?"
• Say: “Here are my thoughts on how you can achieve that…"
• Ask: "What’s getting in your way or challenging you?"
• Say: “I can help you push past that roadblock by (emailing X person, providing X resource, etc.)"
• Ask: "What else can I help with?”

Ensure to diligently follow-up.

If your team or individual conversations uncover new or questions or emerging concerns, keep a log and follow-up quickly. Don’t leave things hanging.

• If you haven’t figured something out just yet, provide an update: “I am still on (insert issue). I will update you when I have more insight."
• Or, “I am following up on X issue, here’s how I suggest we handle this.” 

Iterate, learn, and experiment.

Make it clear that this is a time of change, marked by exploration and learning together. Nothing will be perfect. Issues will occur. Ask for your team and each individual employee's commitment to learning together, addressing and overcoming mistakes, and being patient yet open with one another during this time.

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Stay safe, well, and connected, friends.

And, if you'd like further insight into the above - reach out to me via direct message or email.

Stefanie Mockler, M.A. | Organizational Psychologist | Leadership Consultant + Coach @ Vantage Leadership Consulting | Founder of The Female Leader's Edge

[email protected] | direct: 312-824-6014