The COVID-19 pandemic has strongly affected the way employees focus on their day-to-day work. Because outside of office hours we all worry about more personal issues, whether it’s about family members who may get sick, sleep disturbances, or more mundane things, but largely disturbed by the virus, such as shopping at the supermarket or exercising daily. Every situation is unique, but all employees need flexibility, because there is no question that the pandemic is placing a heavy burden and health risks on everyone, including the employees of your company. It is for this reason that we must succeed in managing the emotional impact caused by COVID-19,

For more than a year now, employees have continued to devote their hearts and souls to their jobs, and the effects of a health crisis like COVID-19 make it virtually impossible to separate work from work.. It is evident that the pandemic has a significant impact on the behavior and mental health of workers at all times. 

This is why business leaders, whatever their size and sector of activity, must act to create a professional ecosystem that is psychologically adapted and reassuring, able to deal with emotions calmly, and to manage employee stress, in order to maintain a resilient and mentally healthy workforce. In times of crisis, business leaders must put in place management practices that are different from normal in order to cope with all the repercussions of the pandemic that employees are enduring, whether they are managers, consultants or employees of based.

So how can managers create a psychologically safe work environment that can positively manage stress at work and maintain the mental health of all of their employees?

The solution is to be as flexible and transparent as possible.

Be flexible and show empathy

Employees are currently under immense stress, which can make it difficult to concentrate on work, or induce hesitation in decision-making. The objective of leaders and managers must be to focus primarily on their employees, and the work itself second. They must ensure that a safe workplace is created with regard to the concerns of employees, and begin each meeting by taking the time to check the physical and mental Belize Phone Numbers List condition of their troops. Because the COVID-19 pandemic is first and foremost a humanitarian crisis, both personal and collective, and employees need special attention. Remember, however, that since the start of the crisis, more than 2 million people have died around the world after contracting the virus.

Belize Phone Numbers List

Be flexible about the way your people manage their work. For example, some of your employees may have small children and will be more efficient and available to work very early in the morning or late at night, while others need to take care of a family member who is hospitalized. . As a leader, you should focus on the results produced by your staff, and be less careful about the process of achievement.

You will need to re-examine and distinguish between essential and non-essential tasks. This update will give your employees significant leeway to deal with sometimes chaotic family situations or simply take a moment to breathe when necessary.

Be more transparent with your employees

With the number of unemployed on the rise all over the world and the volatile stock markets worrying about them, employees are legitimately worried about the security and sustainability of their jobs. However, not communicating on the medium and long term future of your company is the worst thing to do, even if you do not have a definitive answer as to the future of your organization, as a leader and decision maker. .

Because in the absence of information, employees generally imagine the worst outcome.

By providing as much transparency as possible and urging your employees to focus on the factors they can control, you can combat uncertainty – and the negative effects it distils in people’s minds.

Another solution to consider is letting your people choose to work on projects where they feel they offer the most value during this difficult time.

The goal should be to communicate, even if that means telling your staff that you don’t yet have all the answers about the immediate future of the business. For example, employees may be concerned about performance management if they are not able to focus on all of the previously defined goals. Let them know that expectations are subject to change, depending on internal company events, but especially due to likely macroeconomic turmoil.

Create a clear list of priorities

It is essential that you centrally define a clear set of priorities for your employees, and that you implement them with a high degree of autonomy for managers at the local level. In a dynamic and unpredictable situation, overly centralized decision-making hampers the ability of businesses to respond quickly and effectively. As an effective and pragmatic leader, you need to empower your managers to make the best decisions possible, keeping in mind a clear set of priorities, such as protecting your employees and acting ethically and above all fault with customers. For example, clear thresholds should be put in place for cases where a local manager needs to request authorization from central company management.

There is no point in showering your troops with generalities such as: “During this difficult time, we must be efficient, innovative, agile and produce high quality work. The worst situations are those where leaders give unclear and conflicting priorities to their employees, when, on the contrary, they need a clear, prioritized list of instructions.


Always favor a clear, honest and straightforward approach to your communication with all of your employees, as the COVID-19 situation evolves. Because it is important to remember that we live in a time when information is disseminated rapidly, and its sources are often multiple and sometimes questionable or contradictory.

As a leader, you can be the source of trust. Remember that in any communication plan, it is more important that your audience understood what it was about, rather than just wanting to communicate something. The focus should be on what your employees perceive, especially in a work environment like the one we live in today, unstable and unpredictable.

Leave a Reply

Your email address will not be published.