What is a personal crisis, and how can managers and organisations support YOU?

What’s the definition of a personal crisis? Well of course there is not a definitive definition as it can be different events for different people, but if there is a definition that can help us understand what it might look like; if an event or situation causes the disruption or breakdown in a person’s or family’s normal or usual pattern of function it could be considered a personal crisis.

When it comes to supporting employees through a personal crisis, which if you employ people you are pretty much guaranteed to experience, there also isn’t a formal definition of what should be available. Different companies have different approaches, and sometimes, the best way to support an individual might actually be to do nothing, and allow them to carry on as normal so as not to create more change or disruption. The main thing is that the individual’s circumstance and needs are understood before implementing any support strategy, that they have some choice and control over the support they might need from an employer, after all there is normally some form of loss of control or choice when it comes to a personal crisis.

Life has many ways of testing a person’s will, either by having nothing happen at all or by having everything happen all at once. Paul Coelho

So if there isn’t a formal definition and approaches need to be bespoke and fair without creating an unfair situation for other employees, what sort of framework is useful for companies and managers to guide them with doing the right thing?

NICE framework

N = Needs - Ensure you establish their needs.

Making assumptions about a person or family’s situation can be damaging, so rather than decide on the support without the employees input, where possible, consult with the individual concerned to really understand the situation and what their needs are. It doesn’t mean you can or will be able to meet all of their needs, but by understanding what they are you can both be clear on where the challenges might be from a work perspective as the personal crisis is navigated. It can also really help with the relationship if the person is able to open up to you as their manager or company, and build the bond and trust in what might be an extremely difficult time for the person experiencing the crisis.

Interventions - Agree any interventions or adjustments

Whilst some situations are sudden and unexpected, and in the immediate discussing with the individual or family might not be possible - in which case that would normally mean complete leave of absence from work for a period of time - if possible and if it’s something that will need to be managed on an ongoing basis, agreeing any support you can offer as an employer, or adjustments you might need to make for them in the short or long term with the individual is a must. Particularly in the transition from any leave and returning to work, where the individual can often feel pressured to return, even if it’s only perceived pressure. Creating a phased plan will help ensure that the return is as seamless as possible, and the individual can thrive at work again.

I returned to work a few weeks after a major road bike injury; this was a mistake, for my body, my mind, and my family. My employer created an expectation that I should return and be back to full capacity even whilst still undergoing surgeries and recovering from the trauma. Author

Not supporting someone through a personal crisis will in the long run be detrimental to everyone involved. You can minimise the impact by doing the right thing at the outset and being clear on expectations, on both sides, which leads me on to….

Communications - Agree communications, between the individual and within the team/organisation

Communication is always key, and it’s vitally important when agreeing how best to support the individual that comms are discussed. Are you going to schedule check-ins or keep it informal and impromptu? Are there good or bad times to communicate and what’s the best method to discuss this? A crisis is highly personal and sensitive, confidentiality and respecting an individual’s wishing when it comes to communicating to them and to others is crucial. Agree how you will tell the rest of the team, and potentially their clients. Be joined-up on your messaging and take the weight off of the individual so that they know that everyone is aware and what has or hasn’t been shared with them. If you can’t demonstrate discretion, you should not be managing people!!!

Evaluate with Empathy - Situations will change or resolve, so the plan needs to reflect that

Tough times and difficult situations generally don’t endure, but they can evolve and don’t always just reach a clean resolution, so working together to understand what might need to be interim interventions or adjustments to support the individual through the crisis, and minimise the impact on the business. If anything needs to be long term, plan for this and ensure it is possible, definitely don’t commit to something you know or suspect isn’t possible, this could make the already difficult time more difficult. By being genuinely empathetic, but realistic about the needs of the individual and the business, the best outcome for all is most likely. Don’t be that employer that turns into the next personal crisis for someone that expected and needed you during a time of need, but you fail to deliver.

I’ve experienced and survived my own personal crisis moments, and I’ve lead teams and individuals and supported a number of them through extreme and some less extreme personal crisis’ and have always endeavoured to follow this framework which I developed for myself as a young officer. Finally though, and most importantly, you need to do what you say you do. Don’t say you are a people business and not be there for your people when they need you, don’t say you’ll give them the time and support they need and not give this, be upfront and honest and you will be paid back in dividends, and if you don’t, well likely you’ll just lose another good employee….