Yesterday, I wrote an introductory post on why I believe in human leadership. Specifically, the need to increase it and the benefits of having it, as well as how it affects my coaching sessions. If you haven’t seen it yet, you can access it here.

Today, I want to explore another aspect that I deeply care about and how it relates to human leadership.

The stress and pressure around you

One of the main reasons I wanted to become a coach was to be able to have an impact on the wellbeing and health of people in the corporate world. I’ve witnessed too many situations where people were clearly not doing well anymore, situations in which people crumbled under excessive pressure and demands of their jobs. Yet, I’ve always felt like everyone seemed to be helpless in dealing with it.

Most companies (including the ones I’ve worked for) do have health and wellbeing programmes. These can take various forms, from health days to health ambassadors to discounts at local gyms.

Companies also support employees who are burnt out and in need of professional help.

However, I’ve always wondered: what about those moments when action needs to be taken before it’s too late? When employees, regardless of whether they are managers or not, should receive some support – and not to wait for a burnout or a resignation?

I feel that there is a bit of a stigma (or perhaps that’s the case here in Switzerland) in admitting that work is becoming overwhelming or that support is needed. I am also aware that this does not encompass the full spectrum of cases, but still.

Other people’s stress affects you, too

Let’s also not forget that there is a so-called secondhand stress effect, whereby you absorb the stress of other people. This can be people around you, your manager, or your team. Seeing others feel stressed makes us feel stressed as well.

And that creates a vicious cycle.

It is crucial for leaders to encourage open communication and provide resources for employees to address their stress and mental health. This can include implementing regular check-ins, creating support networks within the organisation, and offering access to mental health professionals.

By acknowledging the challenges individuals face and actively supporting their well-being, we can break the cycle of stress and create a more positive and resilient work environment.

Taking action towards change

To truly embrace human leadership, we need to go beyond reactive measures and proactively address the sources of stress and pressure in the workplace. This involves creating a culture that values work-life balance, provides opportunities for growth and learning, and promotes healthy work practices.

Leaders must also lead by example, setting boundaries and prioritizing self-care. By demonstrating the importance of well-being, you inspire others to prioritise their own health and create a ripple effect throughout the organisation.

In conclusion, human leadership encompasses not only recognising the importance of individual well-being but also taking tangible actions to support and nurture it.

If you care, you can do this. And this doesn’t only mean you care about others. You need to care about yourself too to make this a success.

I truly believe that healthy employees equal healthy results and a healthy organisation.

To a brighter future with better human connections.