It’s difficult enough to manage a workforce under normal circumstances with all the competing priorities and pressure. But now with the pandemic and the majority of employees working remotely, organizations are finding it even harder! It is critical right now to balance empathy with accountability, but where to begin? Perhaps it should begin with managers and employees looking from the perspective and needs of the other: managers stepping back and considering the full scope of what employees are going through to increase their empathy and employees reflecting on the pressure the managers are under and increase their accountability and productivity. Let’s take a closer look at some ways that could be accomplished.

Employees are looking for extra empathy from their managers

Put yourself in their shoes. . . the majority of people don’t like change, stress, or unpredictable futures and now they have all three. Many are working from home with a spouse or roommate that is doing the same, trying to juggle office space and ZOOM calls all day. Now add that some employees have children who are remote-learning while they are trying to get their work done so they are playing the role of teacher and hall monitor which can feel like another full-time job. Employees miss their office routines, in-person meetings, coffee chats, and hitting the gym or having happy hour with co-workers at the end of the day. They struggle with all the video meeting technology, lack of communication, ever-changing priorities, and a concrete plan for the future. Some are struggling with family members that may be sick with COVID or the fear of that happening. Many are concerned about the longevity of the company and future of their position. All of this is a recipe for a more stressed work and home environment than most people have ever had to manage.

Six ways managers can show more empathy

The definition of empathy is: The action of understanding, being aware of, being sensitive to, and vicariously experiencing the feelings, thoughts, and experience of another.

  1. Understand that employees may be less productive given the difficult circumstances
  2. Identify the specific things employees are struggling with and how to best support them
  3. Don’t make assumptions or jump to conclusions – give employees the benefit of the doubt
  4. Ask how they are doing: be interested, listen fully, and notice what they care about
  5. Make time for individualized communication and support
  6. Be less rigid and critical – acknowledge a job well done and be more positive

It’s no picnic for the managers either

Employees need to think about what their manager is going through. From a corporate perspective, the company may be struggling financially and trying to pivot quickly to the new business reality. The managers might be asked to work harder, smarter, and make the necessary changes needed to get through this pandemic. They may feel overwhelmed managing remote workers and the extra time it takes to communicate effectively with everyone. Remember they are most likely home with their spouse, roommate, and maybe even children and pets taking up their time. They might be questioning how much work employees are actually getting done, given the distractions of working from home. They may see staff as disorganized, not using time effectively, tasks not getting completed on time, and feeling they have to tighten the reins of control. They might jump to the conclusion that employees are doing personal tasks on company time when they don’t respond right away. It is easy to get so caught up in our own stress that we forget to look at the situation from the managers’ perspective.

Six ways employees can show their managers that they are being more accountable:

The definition of accountability is: An obligation or willingness to accept responsibility or to account for one’s actions.

  1. Let your manager know specifically and often what you are working on and accomplishing.
  2. Show up for meetings on time, prepared, and ready to add value.
  3. Help out by offering to take on new or challenging assignments.
  4. Don’t over commit and under deliver. Say no or negotiate timelines when appropriate.
  5. Ask for clarification and/or help when feeling stalled.
  6. If you are going to miss a deadline, let others know and recommit to a new date.

Understanding each other’s perspective will help employees and managers work together to balance the need for increased empathy with the need for increased accountability. Communicate, communicate, and even over-communicate! And remember that a big part of communicating is listening to understand and not only to be understood. Whenever you are unsure or concerned about lack of performance or insensitivity to your stress, inquire to understand the other person’s perspective. Giving people the benefit of the doubt and regular positive feedback will go a long way toward a more engaged workforce. Partnership and collaboration are powerful tools to get us through this period and take our performance to the next level.