With Employee Exhaustion At 85%, Improve Your One-On-One Conversations

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With Employee Exhaustion At 85%, Improve Your One-On-One Conversations
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As per the TINYpulse State of Employee Engagement Q2 2021, research over more than 40 countries shows that remote employees experience the highest level of employee exhaustion at 85. To avoid underestimating the “Great Resignation,” leaders should plan for more one-on-one conversations.

Define together with the team member the session’s goal to focus on one topic at a time and determine the urgency and estimated duration. For example, a coaching session can be initiated by the coachee or by the coach. If the coachee is remote, you may want to schedule at least once per week.

Start with “How are you handling?” or how are you doing with X project”, to figure out what might be possible or desired to achieve. Next, identify where you both would like to get after the session. Leave room for the employee to propose, ask questions and express concerns. Empathize with their specific needs.Drive the conversation by asking questions. This part of the session is the longest, taking around 50-60% of the total time.

Do not overemphasize results and analytics or what “should” be. That makes people operate in a state of fight or flight, bringing fear and anxiety, according to Richard Boyatzis’s book. They get more closed to share and more focused on being defensive than on interacting positively. Instead, look for strengths to accomplish that goal or solve that problem stated in the previous step. Make the employee feel confident about their skills and let them identify where the gap is.

Now leaders need to respect and appreciate individual differences. The leader’s job to get the best of the employees is not to tell them what to do but to that help them work better. By coaching leaders to build relationships at the one-on-one level as a regular practice, leaders can empathize with them and learn to value their differences, highlight their strengths and help them trust their abilities.

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