Why leaders still pretend to be okay and why that is a problem for everyone
<p>Today employee engagement and retention — physical and cognitive — is a central concern. Workers are reeling from the pandemic, economic conditions, political polarization, racial unrest, war, and climate change.</p>
<p>Buzzwords dramatically evoke the pain across headlines and social media — Anti-Perks, Rage-applying, Quiet resignation, Quiet Quitting or Firing or Hiring, and Burnout — to encourage clicking and engagement, of course.</p>
<p>Even when present, <a href="https://www.gartner.com/en/articles/this-new-strategy-could-be-your-ticket-to-change-management-success" rel="noopener ugc nofollow" target="_blank">employees are less willing than in 2016 to support change efforts (74% vs 38% in 2023).</a> People are tired but also alienated from the change agents who are not skillfully engaging with employees. In times of change, employees seek proximity and comfort from the anxiety of ambiguity, and <a href="https://www.ebrjournal.net/home/vol25/iss1/4" rel="noopener ugc nofollow" target="_blank">leaders are expected to give sense to ongoing incidents</a>. This places an additional burden on leaders.</p>
<p>Concerned about mood disorders like depression and anxiety, jacking up absenteeism and presenteeism (individuals at work when unwell) and reducing productivity, leaders are discussing employee mental health much more frequently today, spending money to palliate distressed employees and combat disengagement.</p>
<p><a href="https://carinisabelknoop.medium.com/why-leaders-still-pretend-to-be-okay-and-why-that-is-a-problem-for-everyone-eeee5e0e4e3c"><strong>Read More</strong></a></p>