Incorporating informal check-ins, whether in one-on-ones or team meetings, can help foster a caring and connected work environment at the same time as reducing stigma around sharing concerns related to mental health and well-being.
Below are some tips to get started with these important conversations:
One-on-One Settings
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Ensure that you have set aside enough time so that you do not have to rush. No one wants someone to ask them how they are doing and then rush to end the conversation.
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Choose a neutral space that is quiet and private. Meeting in a manager’s office can feel intimidating. Consider a walking/moving meeting or head outdoors if it’s a nice day.
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If anyone involved in the check-in requires cultural medicines or ceremony to start the check-in in a good way, make sure that there are medicines available.
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Before asking how someone is doing, ensure that you have the mental and emotional bandwidth to engage if that person tells you that they are not okay. If you are already feeling stressed, overwhelmed, or distracted yourself, you may not be in the best position to respond.
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Know what resources are available in case you need to offer a referral. Resources can be found at www.uwindsor.ca/vp-people-equity-inclusion/EMHS
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Understand that check-ins only work with a foundation of trust. If a trusting relationship does not already exist, employees will be less likely to share if they are having a hard time. Don’t expect people to be forthcoming if that foundation is not already in place.
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Don’t just jump in. Create a welcoming environment through casual conversation to start the meeting. Simply asking about someone’s weekend can reduce the formality of the conversation.
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Sharing your own challenges and being vulnerable can help people feel less alone, but be mindful to not centre the meeting on your own stressors.
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While sharing about work-related progress is necessary, any other type of sharing has to be voluntary. Avoid prying for detail or pushing employees to share when they don’t want to. They should feel like they can share if there is an issue affecting their work but not that they have to share.
Try some of the following questions in your next one-on-one check-in:
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How are things going lately, not just at work, but in general?
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How are you doing? On a scale of 1 to 10 where 1 is not great and 10 is best ever, I’d say I’m about a 6 today. How about you?
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How is your workload? Are you having any stress around deadlines?
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Is there anything causing you stress or worry at work?
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How has your work/life balance been lately?
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Is there anything that you need to feel more supported?
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Thank the employee for taking the time to talk and share with you.
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Provide a summary of what actions you will be taking based on the conversation.
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Invite the employee to talk to you about any issues in the future, outside of formalized meetings (open-door policy).
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Set a time to follow-up and check in again.
Remember to not only check in when something seems wrong. Normalizing check-ins when things are going well can mean people will be more comfortable and feel less intimidated sharing when there is an issue.
Team Settings
Outside of one-on-one meetings, team check-ins can help people connect, debrief challenges, and support one another, helping set the tone for the whole area or department. Try some of these strategies for team check-ins at your next meeting:
Try starting your meeting by having each person check in. You could provide a prompt, such as asking each person for one word to describe how they are feeling that day, asking them to share a high or low from the day, or asking about something positive they are planning to do for themselves that day.
Team check-ins can also use a non-verbal approach in which each person holds up a hand and rates how they are doing on a scale of 0 (worst) to 5 (best). Then, anyone who wants to share why they chose their number is invited to do so.
Try an anonymous word cloud (on Mentimeter for example) for your check in, asking how people are feeling or using another prompt to check-in.
If using slides, try posting a handful of images and asking which one each person relates to best. This can be a great opportunity to use humour to mitigate tension.
Use anonymous pulse check surveys sent to team members to assess how people are doing.
Being Mindful of Role Scope and Boundaries
While checking in with employees is important, it is also critical that leaders are mindful of their own boundaries and the scope of their role. If an employee begins to rely on a leader for a high level of emotional support, they may need to set a compassionate boundary around how much support they are able to provide: e.g. I care about your well-being and want to make sure you have the best support available. Let me connect you with resources that can offer more specialized help.
For more detailed information, access the Lead with Care document, which provides information on supporting employees in distress and referrals.