Regardless of your industry, running a successful business sometimes requires companies to place extraordinary demands on employees.<\/p>\n\n\n\n
But as a leader, this presents you with a precarious situation: crunch times can create stress and burnout among staff which will ultimately compromise output and results\u2014while also running the risk of longer-term people management issues.<\/p>\n\n\n\n
While every organization will go through busy periods, a company can\u2019t be successful if its success comes at the expense of its employees\u2019 well-being. And, as a leader, it\u2019s your responsibility to find that balance. <\/p>\n\n\n\n
Here are 11 ways you can protect workplace morale during high-intensity times. <\/p>\n\n\n\n
The first important concept to wrap your mind around is juggling risk versus reward when it comes to employee morale.<\/p>\n\n\n\n
Consider this question: what\u2019s the tipping point between working hard and burning out your employees? At what point do the potential risks make it unreasonable to achieve a given goal or meet a certain deadline?<\/p>\n\n\n\n
Research has found that 89 percent of employees have experienced burnout in the last 12 months and a staggering 70 percent would consider leaving their jobs<\/a> because of it. <\/p>\n\n\n\n When you consider the costs of losing employees to burnout\u2014both in terms of the time and money to replace employees as well as the employer brand consequences that come with high turnover\u2014it begs the question of when it\u2019s necessary to reevaluate timelines and workload in the interest of employee well-being. <\/p>\n\n\n\n This is different for every company and team, but people have finite time, energy, and mental bandwidth. It\u2019s important to avoid depleting them. <\/p>\n\n\n\n From a psychological perspective, big goals can feel daunting and unachievable. This, in turn, can create added stress among employees. <\/p>\n\n\n\n During intense busy periods, reverse engineering your company\u2019s ultimate goals will make them easier to achieve.<\/p>\n\n\n\n You can do this by breaking your big goals down into smaller, more achievable steps.<\/p>\n\n\n\n Doing so allows your team to tackle smaller tasks and celebrate smaller, more frequent wins as they work towards the target they\u2019re aiming for. <\/p>\n\n\n\n As a leader, your people look to you for guidance and moral support. But, most importantly, they emulate the behaviours that you display. <\/p>\n\n\n\n During crunch time, your team needs to know that you\u2019re in the trenches with them. <\/p>\n\n\n\n If you expect them to work longer hours and put in more work, they need to see that you\u2019re sharing that burden with them.<\/p>\n\n\n\n Don\u2019t just lead the team. Be part of it. <\/p>\n\n\n\n Every crunch period provides an incredibly valuable opportunity to analyze, evaluate, and improve your systems and processes.<\/p>\n\n\n\n During busy times, document what works and what doesn\u2019t. Identify sticking points and challenges. <\/p>\n\n\n\n And then take actionable steps to ensure they\u2019re fixed for next time. <\/p>\n\n\n\n As much as it\u2019s important to make retroactive improvements after your team gets through a busy period, it\u2019s equally\u2014if not more\u2014important to ensure you\u2019re identifying and addressing challenges and sticking points in real time.<\/p>\n\n\n\n As a leader, the last thing you want is for your team to be stewing in their own frustrations while they\u2019re in crunch time. <\/p>\n\n\n\n Don\u2019t wait until later. Show your team that you care by listening to their concerns and finding fixes right away. <\/p>\n\n\n\n Studies have found that 83 percent of employees<\/a> feel they are not heard fairly or equally, posing a serious risk to engagement and morale. Even more troubling is the fact that one in three would rather quit their jobs than voice their concerns at work.<\/p>\n\n\n\n So, as a leader, it\u2019s vital that you\u2019re accessible to your people and that you make every possible effort to reduce barriers between yourself and your team.<\/p>\n\n\n\n You can do so by:<\/p>\n\n\n\n The most successful leaders are the ones who actively listen<\/a> to their people.<\/p>\n\n\n\n Don\u2019t skip out on employee recognition. Even something as simple as a thank-you note or a shout-out for a job well done can make busy periods feel that much more manageable and worthwhile for your staff. <\/p>\n\n\n\n There are few things more challenging than feeling isolated and under stress. Sometimes the best way to get through high-pressure moments at work is to be surrounded by your colleagues and see that you\u2019re all in it together.<\/p>\n\n\n\n Having a dedicated office space<\/a> where your team can get together to collaborate, communicate, and buckle down together can make it all feel more manageable. <\/p>\n\n\n\n If your team works remotely or in a hybrid capacity, it can even be worth booking a meeting room<\/a> or event space<\/a> where everyone can come to be together in person. <\/p>\n\n\n\n Long hours are par for the course during busy times. But that doesn\u2019t mean that personal time shouldn\u2019t exist.<\/p>\n\n\n\n Even something as simple as encouraging your employees to take their full lunch breaks or ensuring they\u2019re not working on weekends unless absolutely necessary can allow enough time to recharge batteries, avoid burnout, and keep morale high. <\/p>\n\n\n\n Today, employees want to feel connected to their companies and find purpose in their work.<\/p>\n\n\n\n When times are busy, it\u2019s important to reiterate what everyone\u2019s working towards, why it\u2019s important, and how everyone\u2019s individual contributions make a difference.<\/p>\n\n\n\n When crunch time is over, make up for the extra hours your team worked by providing them with time off\u2014with no strings attached. Being given days off to recuperate after busy periods can make it that much easier to work hard through the next one.<\/p>\n\n\n\n Busy periods are guaranteed in every business. But it\u2019s what you, as a leader, do to support your team\u2019s well-being that determines whether the outcome is success or struggle.<\/p>\n\n\n\n2. Reverse-engineer goals <\/h3>\n\n\n\n
3. Share in the burden<\/h3>\n\n\n\n
4. Perfect systems and processes retrospectively<\/h3>\n\n\n\n
5. Identify and rectify sticking points in real time <\/h3>\n\n\n\n
6. Practice active listening<\/h3>\n\n\n\n
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7. Employee recognition<\/h3>\n\n\n\n
8. Working together in-person<\/h3>\n\n\n\n
9. Encourage real lunch breaks and support boundaries <\/h3>\n\n\n\n
10. Reiterate why you\u2019re working hard<\/h3>\n\n\n\n
11. Make up for their hard work<\/h3>\n\n\n\n