By Josh Williams, Ph.D.
 
Positive psychology is the application of empirical research to study and positively influence the human experience. It is founded in humanistic psychology and lends itself well to leaders managing employees during COVID re-entry (and beyond). Martin Seligman developed the PERMA acronym which represents key components of improving our human experiences. This includes being Positive with others, actively Engaging with them, valuing these Relationships, providing Meaning to others’ actions, and celebrating Accomplishments. Each will be briefly discussed below in relation to COVID re-entry to work. 
 

• Positive- Leaders need to be especially positive now with employees as they return to work. They are coping with COVID and the uncertainty and fear this brings. Staying positive sets the tone for others who are looking for your guidance.  

 

• Engaging- Leaders need to check in and see how people are doing. This includes spending time listening to their concerns and offering to help out in any way that you can. It’s also smart to see if they have suggestions to ensure a safe return to work.  

 

• Relationships- Improving the quantity and quality of conversations with employees shows you care. This crisis, in an odd way, brings people together. Addressing shared concerns and experiences may help forge relationships that prosper now and into the future.  

 

• Meaning- Many people are feeling extreme stress, fatigue, and distractions. Beyond mental health considerations, these error precursors also increase the likelihood of serious injuries and fatalities on the job. People need to find meaning in their work and leaders should reinforce the good things that they’re doing.  

 

• Accomplishments- Leaders should spend more time thanking people for their efforts during this difficult time. Beyond making people feel better, positive reinforcement increases the frequency of the rewarded behavior. For safety, this means people are more likely to exhibit safe behaviors (e.g., wearing face masks, locking out power) to prevent serious incidents.  

 
Improving elements of positive psychology is associated with improved job satisfaction and performance. Leaders should remember the PERMA acronym as they actively engage employees to stay safe during this COVID re-entry period. It will make people feel appreciated and also help keep them safe and healthy. 
 
At Propulo, we can help you develop strategies for smart COVID-19 re-entry that is effective now and sustainable in the future. Please visit our website (Propulo Consulting) for more business insights and leadership resources.
 

By Josh Williams, Ph.D.
 
Having the right attitude for safety can be a challenge, particularly as we get back to work during the COVID era. Not only are people stressed out about COVID, work activities may seem less consequential than normal with constant news about COVID deaths and sinking economies. Here is a model for assessing attitudes that may be useful for honest self-appraisal and for influencing others. Attitudes can be classified as Complainers, Spectators, and Champions (adapted from Yanna, 1996). Leaders can use this information to positively influence employee attitudes for COVID re-entry. 
 

• Complainers usually voice safety concerns to express displeasure, not to make improvements. They often direct complaints to other employees instead of EHS or supervisors who have the power to make changes. They also believe other people cause their problems and change is inherently bad. This leads to feelings of anger, resentment, doubt, frustration, and fear. 

 

• Spectators rarely discuss safety concerns, as they believe their actions will have little effect on the company. As a result, they seldom get involved in safety efforts. Spectators typically believe other people will solve important problems, change is unnecessary, most situations are “no big deal,” and people have minimal control over their lives. As a result, Spectators often feel uninspired, detached, unemotional, and indifferent.

 

• Champions normally express safety concerns constructively and work effectively with others to make improvements. Champions believe problems create opportunities for change, change is a sign of growth, and people control their own lives. They also deal with negative aspects of the company in a reasonable, mature fashion. This leads to feelings of confidence, happiness, contentment, personal control, and optimism. 

 
The good news is we can change our own attitude mindsets and, in many cases, influence the attitudes of others. So, complainers can become champions (and vice-versa). In general, effective safety leaders use the following techniques to try and move employees from complainers to champions:

• Own up to past organizational mistakes and look to the future to make improvements.
• Treat mistakes as learning opportunities, not occasions to punish.
• Solicit input from employees about safety concerns and respond to these concerns in a timely manner.
• Create opportunities for employees to get involved in safety initiatives. 
• Encourage discussions between and within organizational levels.
• Increase the frequency and quality of one-on-one conversations.
• Treat employees fairly and respectfully.
• Consider how you can improve your own safety attitudes to lead employees.

 
During this COVID era, these guidelines are even more important. In particular, leaders need to increase the quality of genuine, one-on-one conversations with employees (at a safe distance). It’s imperative leaders check in regularly with employees to see how they’re doing and ask what they can do to help. This actively caring leadership style will help convert some of your complainers and spectators into champions for safety both during and after this crisis. 
 
At Propulo, we can help you develop strategies for smart COVID-19 re-entry that is effective now and sustainable in the future. Please visit our website (Propulo Consulting) for more business insights and leadership resources.

By Josh Williams, Ph.D.
 
Leaders are looking for direction to manage employees during COVID re-entry. Stressing the importance of maintaining an internal locus of control (ILOC) with employees will help. Internal control is the degree to which people believe they control the outcomes of their lives, as opposed to external forces shaping their lives beyond their control. 

By Madison Hanscom, Ph.D.
 
During a time of uncertainty, many of us fall into unhealthy thought patterns. A recent study uncovered just how much Americans are struggling with mental health this year. Compared to 2018, those sampled in 2020 were eight times more likely to report indicators related to serious mental illness (1). A common tendency when dealing with stress is to ruminate on stressors. Will my loved ones get sick? When will the economy be back to normal? When will my children go back to school? What will happen to my career? These thoughts are normal, but they can stir up anxious feelings. 
 
Times like these present an interesting opportunity to reflect on our internal narrative: what we can control, what we cannot control, and how we let this impact our attitudes and behavior. Individuals view events on a spectrum of in their control (internal locus of control) and out of their control (external locus of control).  People with an internal locus of control believe they can control events in their life; people with an external locus of control believe they are at the mercy of the external environment with little ability to influence outcomes (2). This also extends to safety-related behaviors. People with internal locus of control are more likely to take responsibility for safety outcomes and take a more proactive stance when setting safety goals (3). Employees who are categorized into lower risk groups (i.e. people with low track records of being involved in safety accidents) are more internally oriented than those who are considered to be at a high risk of being involved in an accident (4). 
 
Although there are events we cannot currently control (e.g., When will my kid go back to school?), we can control the way we structure our thoughts around them (e.g., I am not sure when my kid will go back to school, but I will enjoy the extra time we have together in the meantime). The way in which an individual constructs their personal narrative surrounding COVID-19 can possibly have health implications. For instance, it is known that individuals with external locus of control are less likely to focus on preventing safety outcomes because they believe accidents are caused by external factors they cannot control (3). Furthermore, employees with more external orientations report significantly more occupational accidents and more severe/costly injuries (5). Extending this to the current crisis, if an individual does not believe they have control over contracting or spreading the virus, it seems more likely they will not take preventative measures (e.g., hand washing, facemasks) to mitigate the risk. Although the larger macro issues of the situation appear out of reach, it is useful to reflect on the goals that can be completed during our day-to-day. 
 
There will be natural feelings of discomfort associated with these unpredictable times, though it can be useful to focus on the components in which we have control. Try writing a list of things you can influence - you might be surprised at the amount of power you have in shaping your environment and actions. 
 
A safe workplace means employees who are psychologically and physically healthy. At Propulo consulting, our focus has always been on safe production. Please visit our website (Propulo Consulting) for the latest insights and research into leadership effectiveness during COVID-19. 
 
References: 
(1) https://psyarxiv.com/wc8ud; Mental Distress among US adults during the COVID-19 pandemic 
(2) Lefcourt, H. M. (Ed.). (2014). Locus of control: Current trends in theory & research. Psychology Press.
(3) Clarke, S., Probst, T. M., Guldenmund, F. W., & Passmore, J. (2016). The Wiley Blackwell handbook of the psychology of occupational safety and workplace health. John Wiley & Sons.
(4) Jones, J. W., & Wuebker, L. (1985). Development and validation of the safety locus of control scale. Perceptual and Motor Skills, 61(1), 151-161.
(5) Jones, J. W., & Wuebker, L. J. (1993). Safety locus of control and employees' accidents. Journal of Business and Psychology, 7(4), 449-457. 

By Josh Williams, Ph.D.
 
People are increasingly distracted, tired, frustrated, and stressed out in dealing with COVID. This is particularly true with working or returning to work. It’s hard for people to stay focused on the job when they’re constantly reminded about rising death tolls and dropping stock markets. This has consequences for mental health but also physical safety. People are 60-80% more likely to be injured on the job when they are stressed out (according to the American Psychological Association).
 
One tool to combat this is cognitive rebooting. Rebooting your thinking is like rebooting your computer when it doesn’t work. Clinical psychologists use this technique to get people to recognize irrational thoughts, challenge those beliefs, and then reconstruct more rational, productive ones moving forward. 
 
Remember the 3 R’s
Re-booting is a cognitive “habit” to recognize, refute, and then reboot irrational or unhelpful thoughts to more productive ones. Step one is to recognize when your thoughts are working against you. This may include thinking, “There’s nothing I can do about this virus. Even healthy people are getting it.” Step two is to refute this. This could include, “I do have control over my own actions to give myself the best chance of staying safe.” The final step is rebooting your thinking. In this case, that could be, “I’m committed to doing everything I can to keep myself and others safe even though I’m nervous about it.” 
 
Sometimes the hardest step is recognizing the counterproductive thought in the first place. As an example, your first thought might be “I’m a terrible parent” if you show up late picking up your kids from school. This may bother you for days. Instead, it’s important to notice what you’re thinking and immediately refute and reboot to something more helpful like, “I need to improve my time management skills so I don’t show up late.” Unlike the negative attribution, this thought is empowering and prompts action. 

In the safety world, typical rebooting examples include: 

• Rebooting from “These safety rules don’t apply to me” to “I need to follow these procedures to keep myself and others safe.”
• Rebooting from “I’ll never get this done” to “I’ll prioritize my tasks and do as much as I can.” 
• Rebooting from “I’ve never gotten hurt doing this before” to “I better take my time and do this correctly to avoid injury.”

During COVID re-entry, counterproductive thinking does not help our changes of staying safe and healthy. Cognitive rebooting should be used to challenge unhealthy beliefs and channel them into more helpful thoughts. This inspires action and is good for our mental and physical health. Plus, getting into the habit of rebooting may help in other aspects of life both now and in the future. 
 
At Propulo, we can help you develop strategies for smart COVID-19 re-entry that is effective now and sustainable in the future. Please visit our website (Propulo Consulting) for more business insights and leadership resources.

By Madison Hanscom, Ph.D.

The current pandemic is shining a spotlight on mental health. Individuals are experiencing extreme mental distress and uncertainty — demonstrating a need for greater attention to this topic [1]. There have also been concerns that the new realities of this time, such as social isolation and loneliness, are creating a troublesome environment for many individuals because these are risk factors linked with suicide and substance abuse [2]. 
 
Another part of the conversation should be industry. People spend about a third of their day on average working; this time adds up quickly [3]. Industry is an important factor to consider because it emphasizes how some groups have a different experience than others. For instance, many studies have found higher levels of depression among those working in male-dominated workforce groups than the general population (usually defined to be composed of more than 70% men) [4]. When asked about heavy alcohol use, those working in 1) mining and 2) construction reported the highest rates of past-month use (According to the Substance Abuse and Mental Health Services Administration) [5]. According to the CDC, suicide rates are highest in 1) Mining, Quarrying, and Oil and Gas Extraction; 2) Construction; 3) Other Services (e.g., automotive repair); 4) Agriculture, Forestry, Fishing, and Hunting; and 5) Transportation and Warehousing [6]. These numbers are driven by males, because men have an overall higher likelihood for suicide than women [6]. 
 
With this being said, we are in a time of turbulence, and mental health is becoming even more of an issue [1]. Focusing on mental health might not seem like a priority during an economic downturn, though for every $1 put into treatment for mental disorders, there is a $4 return in improved health and productivity [7]. All groups deserve attention, and an emphasis on male-dominated occupations could be warranted given in increased risk for suicide. In addition, it is likely other industries will start to see a rise of problematic issues. Take healthcare for example. Many workers are feeling exasperated and overwhelmed. Among many stressors, there have been countless reports of PPE shortages, isolation from their own families, and a general sense of fear for their health (and of course the health of those around them).
 
Job-related factors can contribute to mental health issues. These might include low autonomy or control over one’s area of work, low levels of support for employees, inflexible hours, and unclear objectives [7]. COVID-19 certainly can introduce new negative factors. Focusing on improving the job itself and building resources for employees to meet demands should be where employers start. Also, there should be an effort to make the culture of the organization one that supports all individuals (including men) in speaking up and seeking help. In masculine environments, there can be a stigma associated with mental illness, and this is associated with a culture in which men feel reluctant to acknowledge negative symptoms or seek support [8]. Leaders should work to break down this stigma and give opportunities for people to voice feelings and concerns. 
 
Many companies have taken action to build outlets and create additional support for their employees. For instance, training for crisis or suicide prevention has been offered. Some companies offer mental health toolbox talks, others have taken this a step further during the pandemic to livestream sessions with mental health professionals. Another approach has been to expand employee assistance programs to include more therapy sessions for the employee and family members. A very common approach is to offer free access to websites and apps designed to manage stress, anxiety, and sleep. 
 
As uncertainty prevails during this troublesome time, employers can start to reflect on what they are doing for their people. In this blog I have only discussed the tip of the iceberg when it comes to different industries and mental health, though other segments of the population are certainly worth the attention. For instance, those with lower salaries are more likely to report major negative mental health impact as a result of COVID-19 [2]. As we navigate the current situation and the recovery period, it will be more important than ever to look forward and prioritize strategies to build resources to support mental health for all employees. Please see our blog called “Mental Health During COVID-19, the Workplace, and Looking Forward” for tips and resources, as well as “Nine Tools for Leaders to Manage Extreme Pressures and Mental Wellbeing through the COVID-19 Black Swan Event” 
 
A safe workplace means employees who are psychologically and physically healthy. At Propulo consulting, our focus has always been on safe production. Please visit our website (Propulo Consulting) for the latest insights and research into leadership effectiveness during COVID-19. 
 
References: 
(1) https://psyarxiv.com/wc8ud Mental Distress among US adults during the COVID-19 pandemic  
(2)https://www.kff.org/coronavirus-covid-19/issue-brief/the-implications-of-covid-19-for-mental-health-and-substance-use/
(3) https://www.bls.gov/news.release/pdf/atus.pdf
(4) https://doi.org/10.1016/j.shaw.2016.04.005
(5) https://www.samhsa.gov/data/sites/default/files/report_1959/ShortReport-1959.html
(6) Peterson C, Sussell A, Li J, Schumacher PK, Yeoman K, Stone DM. Suicide Rates by Industry and Occupation — National Violent Death Reporting System, 32 States, 2016. MMWR Morb Mortal Wkly Rep 2020; http://dx.doi.org/10.15585/mmwr.mm6903a1
[7] https://www.who.int/mental_health/in_the_workplace/en/
[8] Roche, A. M., Pidd, K., Fischer, J. A., Lee, N., Scarfe, A., & Kostadinov, V. (2016). Men, work, and mental health: a systematic review of depression in male-dominated industries and occupations. Safety and health at work, 7(4), 268-283.

By Madison Hanscom, Ph.D.
 
It is an understatement to say things are uncertain right now, and stressors are emerging from multiple directions. Stressors related to the virus itself (Will my loved ones be ok? Will vulnerable populations be ok? Will I be ok?), changes associated with the virus (How will I balance working from home with my children? How will I handle the loss of my job? When can I go back to work? How will I pay my rent this month?). Unemployment is at an all-time high. In the United States alone, 20.5 million jobs were lost in April. This has major psychological implications in addition to the economic hardship. ​

A recent study uncovered just how much Americans are struggling during this pandemic. Compared to 2018, those sampled in 2020 were eight times more likely to report indicators related to serious mental illness (1). Some groups are struggling more than others. For instance, in 2018, only 4% of individuals between ages of 18 and 29 reported serious mental distress, whereas in 2020 this was much higher at 38%. This group experienced the largest increase in mental distress. The researchers explained how this can likely be attributed to the economic hardship placed on these individuals. They are experiencing more disruption financially and were more likely to lose their jobs. Another explanatory variable can be added stressors at home. Among those in this group (18-44), those with young children at home experienced even larger increases in mental distress than those without kids at home. 
 
This is clearly a pervasive issue and the effects of mental distress do not just go away when the economy is back to normal. It is important to remember that primary prevention (supporting mental health before it becomes an issue) is the best way to avoid complications down the road. Although many individuals are suffering currently, it is critical to also consider those not yet reporting negative symptoms as well. For those already suffering, this will take time to heal and support is needed immediately. Thus, there are great implications for the present and future when it comes to the workplace. As we navigate the current situation and the recovery period, it will be more important than ever to look forward and prioritize strategies to build resources to support mental health for all individuals, both inside and outside of work. People spend a large proportion of their lives working; leaders and coworkers can have a big impact.   ​

Looking Forward: What can we do as leaders?

• Remove the stigma. Let your employees know it is accepted and encouraged to discuss and prioritize their mental health. Speak openly about mental health and educate your workforce using credible sources. 
• Offer as much flexibility as possible. Everyone needs something different right now. Some are caring for older parents and need to take a break for a medical appointment, some are caring for younger children and need a break for a homeschool assignment, and others want the classic 8-4 without a break. As much as possible, provide flexibility for your employees by building in freedom to complete assignments at their own pace according to their own schedule. Try and structure work and deliverables to accommodate the possibility that life will interfere with work.
• Promote work-life balance and work-life integration. Again, every employee might want something different. Some might want hard boundaries between work and life, whereas others might prefer a more integrated approach. Regardless, help your employees build a schedule and environment that supports what works for them to feel recovered and refreshed. Check in to see what works for them and share what has been working for you. Let them know it is ok if what you do is not sustainable for them personally. For instance, if you prefer checking emails at 9pm and they enjoy that time to unwind, let them know it is perfectly acceptable to wait until the morning to log in.
• Build a culture that supports recovery. Recovery is important for a happy and productive workforce. When you create a climate that signals to employees it is acceptable to take time off (i.e., vacation time) to recover, people reap the benefits of taking this time. When your culture does not encourage time off or makes employees feel pressure or guilt, they do not recover from stress as effectively (2). For instance, upon returning from vacation time, individuals working in a culture they perceive to encourage time off report feeling more productive, energized, motivated, and have better work quality than those working in a culture that does not encourage time off (2). 
• Offer empathy and active care. Remember to check in with your employees regularly about their life outside of work in addition to their job role. Take genuine interest in them as people and learn what matters to them. Try to keep track of their experiences so you can celebrate victories with them and grieve losses. 
• Connect employees to resources. There are valuable resources for supporting mental health both inside and outside of the workplace. If your organization offers employee assistance plans or insurance benefits that could support mental health, consider distributing this information to employees. There are also a variety of virtual counseling options, hotline numbers, and other supports. Please see the bottom of this post for additional sources. 
• Prioritize your mental health. Similar to how we should put on an oxygen mask before helping others on an airplane, you should take care of your mental health in order to best help others. If you are struggling psychologically, it is likely you will not be as effective of a leader. For instance, you might struggle being perceptive and empathetic towards your own employees. Acting as a role model for good mental health practices can go a long way – it signals to employees it is important. 
 
Looking Forward: What can we do as workers and coworkers?

• Focus on self-care. Although it seems basic, the foundational components of self-care are extremely important for our mental health. Unfortunately, when things get tough, sometimes these are the first things to slip through the cracks. We can all use a reminder to check in with our self-care routines. This includes exercise, avoiding alcohol or other substances, eating healthy, getting enough sleep, and doing what it takes for you to recharge (like calling a friend or reading a book). 
• Limit screen time and news intake. This one speaks for itself. Spending too much time engaging in media coverage, especially polarizing stories, can be a stressor in itself. Be aware of the amount of time you consume media related to the pandemic and resulting crises. Taking a step back by enjoying a walk or chatting with a loved one on the phone can be a great way to reset. 
• Support one another. Reach out and check in with your coworkers. Ask them about how they are doing outside of work. Make this a regular habit, not just a one-time occurrence. Also consider setting up virtual happy hours if you or your coworkers are in a more isolating environment than usual. 
• Speak up. If you are having a difficult time or you feel discomfort growing, speak up and try advocating for yourself. Too many of us suffer in silence or wait too long. Consider reaching out to someone you trust and/or consulting resources at the bottom of this page. You are not alone - the numbers show a large increase in mental distress.
 
A safe workplace means employees who are psychologically and physically healthy. At Propulo consulting, our focus has always been on safe production. Please visit our website (Propulo Consulting) for the latest insights and research into leadership effectiveness during COVID-19. 
 
Please also see our blog called “Checking in with your employees: mitigating burnout during a pandemic” 
 
Resources: 
•The CDC’s website on mental health coping during COVID: 
​https://www.cdc.gov/coronavirus/2019-ncov/daily-life-coping/managing-stress-anxiety.html
•Substance Abuse and Mental Health Services Administration:
https://www.samhsa.gov/find-help/national-helpline
​•National Institute of Mental Health Resources(includes where to find immediate help in a crisis, finding a health care provider or treatment, and more information): 
https://www.nimh.nih.gov/health/find-help/index.shtml
                                                                 
References: 
(1) https://psyarxiv.com/wc8ud; Mental Distress among US adults during the COVID-19 pandemic 
(2) American Psychological Association; Center for Organizational Excellence, 2018 Work and Well-being Survey

By Josh Williams, Ph.D.

The following model was forwarded to me by a colleague and it’s an excellent way to visualize our collective responses during COVID-19. The diagram is divided into different zones which represent our response to this terrible pandemic. This includes the fear zone, learning zone, and growth zone with the objective moving towards to the growth zone as best we can. Doing so helps ourselves and others during this time of crisis.  

We’ve all likely been in the fear zone at various points of this pandemic. In the fear zone, people are anxious, edgy, and may “transmit” negative emotions to others, including spouses and loved ones. This includes high levels of complaining and negative affect. 

The next stage is the learning zone. This includes differentiating between things we can control (washing hands) and things we can’t (escalating fatality numbers in other parts of the world). It also involves being mindful, or emotionally intelligent, about our own thoughts and feelings and recognizing how our own behaviors impact others. This includes an understanding that we’re all coping with this crisis the best we can. People in the learning zone are coming to grips with the negative emotions associated with COVID and taking more personal control over attitudes and behaviors. 
 
In the growth zone, people begin taking active steps to improve their lives and the lives of others.This includes showing gratitude, being more patient with ourselves and others, and finding ways to help each other out. This reflects Maslow’s “self-actualization” and “self-transcendence” referenced in earlier blogs. There’s also more acceptance of a “new normal” reflected in beliefs such as: 

• You’re not “working from home.” You are “at your home during a crisis, working the best you can.” 
• Your personal physical, mental, and emotional health is more important now than ever.  
• Helping others actually helps you. 

 
This simple illustration serves as a reminder that we have control over our thoughts, emotions, and behaviors even when the world around us feels out of control. Taking charge and operating in the growth zone (as much as possible) will help us take better care of ourselves and those around us in this time of need. Benefits of operating in the growth zone may even linger long after COVID has been managed.

At Propulo, our focus has always been on safety culture and operational excellence. Please visit our website (Propulo Consulting) for more business insights and leadership resources.

By Josh Williams, Ph.D.

We are beginning to see early signs of forward progress with COVID-19. Certain drugs designed to improve recovery with this disease are showing promise. In the coming weeks and months, organizations will be opening up their operations beyond virtual connections. Even when it appears work is becoming closer to “normal,” it’s important to remember that many people won’t be. We are dealing with unprecedented levels of stress as people worry about loved ones, job security, and an uncertain future.  
 
It is unrealistic to assume that employees will be “back to normal” as operations resume. Stress and fatigue take a powerful, often hidden, toll on people. Understanding these factors will make leaders more sensitive to employees’ concerns. It may also prevent injuries. 
 
Fatigue increases the probability of human error and corresponding injuries: 

• Working 17 hours straight is equivalent to being legally drunk. 
• There’s a 23% higher rate of injury for employees working more than 60 hours a week. 
• There’s a 37% higher rate of injury for employees working more than 12 hours on a given day. 
• There’s a 61% higher rate of injury for those working overtime.
• There’s a 265% greater chance of injury for employees getting less than 5 hours of sleep compared to those getting 7 hours or more. 

 
In the best of times, 43% of employees report being sleep deprived. High levels of stress are likely disrupting employees’ sleep patterns even more right now. Many people are working without being fully present because they are simply exhausted. Leaders should check in regularly with employees and properly set up work schedules to help mitigate the effects of fatigue.  
 
Leaders also need to be more aware of employees’ stress levels. 

• Neuroscience shows that increased stress leads to the release of cortisol and the inhibition of dopamine. 
• This results in a host of cognitive problems including decreased brain volume in adults. 
• Stress causes impaired decision-making, judgment, attention, and memory along with increased risk-taking behavior. 
• The American Psychological Association estimates that stress is associated with 60%-80% of workplace incidents. 
• Employees report less stress when their leaders promote interactive discussions, focus on building relationships, and use more positive means for motivation. 

 
During this time of transition, leaders need to be more aware that stress and fatigue are real issues to manage. Work may be ramping up to “normal” levels, but people may not be. Leaders need to check in regularly with employees to make sure they’re doing okay. This will help them adapt more quickly to the changing work landscape. It may also help prevent them from getting seriously injured on the job. 

At Propulo, our focus has always been on safety culture and operational excellence. Please visit our website (Propulo Consulting) for more business insights and leadership resources.

By Madison Hanscom, Ph.D.

Great leaders do not act like they are the smartest person in the room. They know the value of a team effort, and they value insight from everyone. Regardless of where employees fall in the hierarchy, it is important to get everyone thinking and speaking. This is particularly important during a time of uncertainty or crisis, when workplaces are constantly adapting to the changing environment. People will remember how leaders respond during a time of turbulence, and this includes whether employees feel safe to speak up without negative consequences. This is required if the goal is to have a safe and resilient workplace. There are several things you can do to drive thinking and speaking…

• Bring everyone into the inner circle — Be sure to treat leadership as a process, not a person. A single person is unlikely to create positive change or sustain the success of a company during a time of crisis, it is a collective effort. Leadership should be regarded as facilitating this process by bringing everyone (not just a select few star performers) into the inner circle. People want to feel involved, supported, and like their voices are heard. Employees will have great thoughts, but whether or not they speak up to share these insights will depend on how leaders shape the climate surrounding them. Bring everyone into the inner circle by asking for input, soliciting feedback from others, and constructing informal channels to do so.
• Inspire innovation — When unusual circumstances are impacting your company, it is a great time to inspire employees to think creatively to build solutions. There might be valuable ideas you didn’t know you needed to hear. Consider hosting brainstorming sessions for innovative thinking. This might result in concepts to build resiliency, how to adapt products for a time of crisis, how to recover, how to maintain safety during turbulent times, what to do next time in a proactive way, and so on. It is likely your employees will have great ideas for how to do even better as a company once this storm passes. 
• Maintain a culture of trust — This goes both ways: do you trust your employees, and do your employees trust you? A foundation of trust will help employees feel comfortable speaking up and thinking outside the box. Place trust in your employees by giving them autonomy to fulfill goals you create together. During a difficult time, many of us want to micromanage through changes. Unfortunately, this will likely deplete motivation levels in your employees and take unnecessary time from your schedule. Also, reflect on the trust your employees place on you. For instance, credibility is related to trust. Stay up to date on the crisis and understand the risks. Defer to experts and provide your sources when communicating information to your employees and it will be taken seriously. 

 
These principles hold true during times of prosperity, crisis, and also the transitional periods in between. Times of change and recovery can be difficult, but by demonstrating these leadership competencies in a consistent manner, leaders can work towards building a successful “new normal”. 

Read more from this blog series: 
DEMONSTRATING ACTIVE CARE DURING A TIME OF CRISIS
RECOGNIZE & FOSTER GROWTH DURING A TIME OF CRISIS
BUILD & LIVE THE VISION DURING A TIME OF CRISIS
WALK THE TALK DURING A TIME OF CRISIS

Please see our additional leadership competency blogs for more insight: 
Blog Series: Five Core Safe Production Leadership Competencies that Drive Safe Production Culture
​Safe Production Leadership Competency Series: Active Caring Promotes Positive Safety Culture
Safe Production Leadership Competency Series: Walk the Talk
Safe Production Leadership Competency Series: Build and Live the Vision​
Safe Production Leadership Competency Series: Recognize and Foster Growth
​Safe Production Leadership Competency Series: Drive Thinking and Speaking

At Propulo, we work with leaders to develop micro-habits associated with effective leadership behaviors. We can help your company make safety “who we are” instead of “something we do.”
Please visit our website (Propulo Consulting) for more business insights and leadership resources. ​​