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Compassionate Leadership: Awareness of Mental Health Needs as the Pandemic Continues

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Written by Jennie Yelvington, MSW, ACSW, Program Manager, MSU HR Organization & Professional Development

The last few months have been a long haul, and from all indications, it will still be quite some time before the COVID-19 crisis is behind us. Information changes daily, forcing us to shift gears quickly and adjust plans in virtually every role we have — be it employee, leader, parent, caretaker, or even citizen given our current sociopolitical landscape. As time goes on, the continually shifting ground can be disorienting, and emotional overload can impact our mental health. It is not uncommon for people to feel motivated and focused one day (or week) and then burned out and struggling the next. For those experiencing depression, anxiety, and other mental health conditions pre-COVID — perhaps silently — the impact may be even more severe. 

In addition, “employees who have had to adjust to new vulnerabilities, uncertainties, and business practices from COVID-19 are now being re-traumatized through repeated exposure to images and threats of violence. For some, this moment is a wakeup call to make important and necessary changes, but for many, there is a cumulative deep emotional overload and exhaustion. Coping with these two huge social forces in the context of social distancing and greater financial uncertainty leaves people feeling frightened.” (Goodson, 2020) What can leaders do to support their team members and colleagues, while attempting to navigate this terrain? Here are some tips to keep in mind:

  1. Commit to your own self-care and encourage your staff to do the same. If you don’t take the time and effort for self-care, you will not be able to do the other items on this list effectively. Here’s the rundown:  
    • Get enough sleep and keep a consistent schedule as much as possible.  
    • Take breaks. Get outside, go for a walk, meditate, get away from your screens even if it’s just for a few minutes. 
    • Move. Do something that you enjoy to get some exercise. Walking, yoga, running, strength training, golfing, dancing, whatever you like.  
    • Connect. We all have an innate need to connect with others. Suggestions: call that friend who makes you laugh, reach out to brighten someone’s day, do something fun with your family (instead of just the to-do list), or meet with a colleague for a socially distanced, outdoor coffee hour. 
    • Take time off as you are able. Even a long weekend or a few hours here and there to get away from work — and social media — can be rejuvenating. 
  2. Stay aware. If you notice that a staff member or colleague shifts from being engaged and productive to detached or agitated, check-in. Not to judge or diagnose, but to see how they are and listen. 
  3. Show compassion and reassurance. Normalize these ups and downs and the impact on everyone’s psyche — though, it may look somewhat different from person to person. Demonstrate empathy and allow for flexibility when possible as people try to meet the demands of caretaking, financial struggles, and more. 
  4. Provide structure and continuity where possible. Talk about what isn’t changing, have project plans so that expectations are clear, keep people briefed on the latest information as you become aware, focus on vision, values, and mission as driving factors regardless of other changes. 
  5. Stay realistic while maintaining some base expectations. Productivity may not be as high or consistent as it was pre-pandemic. There may be points of higher output and other times when family or emotional demands take a toll. Communication is key. What are the priority items that must be completed on time? Where can there be flexibility? How do you prefer people communicate with you if a deadline is at risk?  
  6. Support skill-building. Most employees (and likely you, too) have needed to do their jobs in new ways to meet current needs. Some have put off this learning, hoping that they could ride it out until this situation passes. That is no longer an option. Covering for not having the skills to do the work needed adds to the stress. Do skills inventories with staff to see what areas to strengthen to do the work at hand in this environment. Support people in finding the skill-building opportunities they need and follow up to make sure they’ve followed through and found it helpful. Call MSU HR, Organization & Professional Development and/or Academic Advancement Network for guidance or read some of these questions to help assess learning needs. 
  7. Communicate openly, honoring what is difficult while staying optimistic about the future. Share information you can promptly. If you are having a particularly bad day, it is probably best not to share all your worst thoughts with your staff. Talk to a trusted friend to get perspective first. As new announcements come out, check in with staff to see what their reactions are, what questions they have and discuss how the news could impact them. 
  8. Provide referrals. If you notice that people are struggling, be sure to remind them of the resources available.  

“Leaders set the tone and culture of organizations. They should remind people to take care of themselves and share what they are doing to stay healthy and well. This may mean leaders must get outside their comfort zone. Employees are likely to be reassured by the willingness of leaders to show vulnerability and share how they are coping. This conveys to employees that they are not alone in what they are feeling and experiencing. Ideally, it communicates we are in this together and you are supported. Also, it demonstrates the organization’s commitment to transparency and continuous communication.” (American Psychiatric Association, 2020)  

So grant yourself and others some grace as we move through this imperfectly. Take time to relax and connect with others to further resiliency, set realistic goals and give yourself credit for all that you’ve managed thus far in a challenging situation. Take care, Spartans. Together we can do this. 

Sources:

Scott Goodson (2020, June 25). How to Lead Through Employee Mental Health Issues During Covid. Retrieved August 19, 2020, from https://www.inc.com/scott-goodson-chip-walker/how-to-lead-through-employee-mental-health-issues-during-covid.html

Employee Mental Health & Well-being During & Beyond COVID-19. (n.d.). Retrieved August 19, 2020, from http://www.workplacementalhealth.org/Employer-Resources/Employee-Mental-Health-Well-being-During-Beyon

Webinar Spotlight: Essential Skills for Navigating Difficult Times

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Throughout the past few months, life has drastically changed for many due to the effects from the recent public health crisis. For those MSU employees who may have been furloughed or laid off, the MSU Employee Assistance Program (EAP) and MSU Health4U Program are offering a special session of their Essential Skills for Navigating Difficult Times webinar series. Lisa Laughman, MSU’s Lead Emotional Wellness Consultant, will facilitate an eight-week basic resilience training course designed to help employees experiencing furlough to process emotions and effectively navigate both personal and professional challenges.

The purpose of the course is to provide basic emotional resilience skill building to help individuals navigate all the challenges that their temporary employment status, the COVID-19 pandemic, national protests, and other life circumstances may be creating for them. It is also offered to provide support and connection to the campus community as the furlough period unfolds.

This basic resilience training program will provide participants:

  • Operating instructions for personal, emotional guidance system.
  • Practical reset skills to help regain a sense of balance and perspective during these difficult days.
  • Introduction to six skills that will help strengthen psychological flexibility.
  • Skill-building to help understand and navigate the full range of human emotions required for rich, meaningful life.
  • Value clarification exercises to help claim the core values to navigate whatever comes in this time of crisis and change.

This on-line resilience training program will begin on Tues., June 9 from 1:00 p.m. – 2:30 p.m. and will run for eight consecutive weeks. All interested employees can register here. Sessions will be offered via Zoom and those who register will be sent Zoom connection information following their registration.

For any questions about this program, contact Lisa Laughman directly at lisa.laughman@hc.msu.edu.

Leading Through Uncertain, Rapidly Changing Times

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This is a guest post written by Jennie Yelvington, Program Manager, HR Organization and Professional Development

March brought unprecedented change to this large, often slow-moving organization, and it is easy to see why it might feel overwhelming at times. Each day brings new information and impactful changes that leaders must influence and enact without much warning. Additionally, each of us must manage adjustments in our personal lives. Making a proactive effort to take care of yourself will be critical to handling these times effectively with your staff. Staying calm, forward-thinking and encouraging requires you to not allow yourself to become depleted.

You know what this involves: get enough sleep, eat nourishing food,  exercise, and do other things that help to sustain you. If you don’t take care of yourself, you’ll have no capacity to take care of your team and the organization. I am confident that this upheaval in our daily routine will change us in ways we can’t yet imagine and perhaps for the better. Creativity and innovation are often born out of times when we can no longer do “business as usual.” In addition to doing the work of the day, don’t forget to bring humanness to your leadership with these tips for success:

  • Be patient with yourself and others as we navigate this new terrain and recognize gains made, however small.
  • Acknowledge and grieve losses, sharing empathy and compassion as we find our way through.
  • Strengthening our connections is more critical now than ever, so help each other to learn new technology and overcome barriers. Share knowledge and seek help from your peers across the organization.
  • Make an extra effort to connect with your team. Utilize Microsoft Teams to hold daily virtual meetings, share information and provide encouragement. Or just pick up the phone.
  • Learn something new as a team. Have team members “host” the ideas.
  • Stay connected with people who cannot work remotely. They are important to the overall success of your organization and when things get back to normal, you will need them. Think about how you can stay connected in new ways. Try mailing letters or cards.
  • If you are a higher-level leader, providing support for your Chairs and front-line supervisors is critical. Make sure you are connecting with them on a regular basis.
  • Create structured meetings for all and consider one-on-one meetings and small project/team meetings to enhance communication. It’s OK to just “talk.” It is vital, more than ever, to increase positive interactions.

The following paradoxes outlined in the article Leadership Confidence in Times of Uncertainty by Dave Ulrich may be helpful to consider:

  • Avoid the extremes of either over-reacting or under-reacting or as a thoughtful sage once said, “run with patience.”
  • Care for both the individual and the organization.
  • Balance the need for decisive action (be bold) and the need for thoughtful value-based decisions (be calm).
  • Respond to the short-term challenges of the moment and anticipate and plan for the long-term implications.

Along with the obvious challenges, this is also a time of great opportunity if we can remain open. In the Forbes article, Leading In Times Of Uncertainty: How To Engage Optimism And Focus When Nothing Seems Predictable, H.V. MacArthur reminds us that we have a number of options that uniquely present themselves at this time, including:

  • The ability of your team to experience the flexibility that comes from using remote work options.
  • Opportunity for team members to catch up on work and upcoming deadlines.
  • Time for your business to do proactive planning and strategic thinking.
  • An opening for up-skilling team members through training and development.

Eventually, this crisis will pass, and we will move to another new normal. Focusing now on how we are taking care of ourselves, each other and the organization will influence how we come out on the other side. We have been encouraged by the compassion and determination expressed by our colleagues across the organization—continue that good work. While you’re at it, consider sending us your thoughts and suggestions on what is working well so we can share them more broadly at ProDev@hr.msu.edu.

Sources:

MacArthur, H. V. (2020, March 17). Leading In Times Of Uncertainty: How To Engage Optimism And Focus When Nothing Seems Predictable. Retrieved from https://www.forbes.com/sites/hvmacarthur/2020/03/16/leading-in-times-of-uncertainty-how-to-engage-optimism-and-focus-when-nothing-seems-predictable/#5ebb3fed47e2

Ulrich, D. (2020, March 12). Leadership Confidence in Times of Uncertainty. Retrieved from https://www.linkedin.com/pulse/leadership-confidence-times-uncertainty-dave-ulrich/?trackingId=2Xa4HAlp8xcOpEp3RFH/DQ==

Managing Remotely: Leading the Way in the New Normal

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This is a guest post by Jennie Yelvington, Program Manager, HR Organization and Professional Development

As many of us adjust to working remotely, the situation also requires a thoughtful, strategic approach from managers. Communication to and within a team is more critical than ever, especially since the landscape continues to change at a rapid pace. People may be feeling unsure, anxious about using new skills, and not quite up to speed as they juggle home and work responsibilities. This can also lead to team members being on edge with each other. It is critical that managers set a tone of clarity, compassion, patience, cooperation, and problem-solving (versus blame). 

VitalSmarts also recommends the following strategies to help managers keep things on track during this unprecedented time: 

  • Frequent and Consistent Check-ins. Check-in frequently and regularly with remote employees. The cadence of the check-ins can vary from daily to bi-weekly to weekly but should always be consistent and entail a standing meeting or scheduled one-on-one.  
  • Face-to-Face or Voice-to-Voice. Insist on some face time with remote employees. When in-person meetings are not possible, try video conferencing technology or pick up the phone to ensure colleagues occasionally see one another’s face or hear one another’s voice.  
  • Exemplify Solid Communication Skills. You cannot overemphasize the importance of general, stellar communication with remote teams. Be a great listener, communicate trust and respect, inquire about workload and progress without micromanaging, and err on the side of over-communicating. At times it can be ok to have a conversation over the phone, and then email out the details to confirm people are on the same page with you. 
  • Explicit Expectations. When it comes to managing remote teams, be very clear about expectations. This is especially important now, because the “rules” of work have suddenly changed. Never leave people in the dark about projects, roles, deadlines, etc.  
  • Be Accessible. Be available quickly and throughout the day, letting people know when you will not be available. Go above and beyond to maintain an open-door policy for remote employees—keep your calendar up-to-date and use multiple means of technology (Microsoft Teams, email, phone, text, etc.). Remote employees should be able to count on you to respond quickly to pressing concerns.  
  • Mix Up the Tech. Try to use multiple means of communication to connect with your remote workers. Don’t just resort to phone or email but get familiar with video conferencing technologies and a variety of services like Microsoft Teams or Zoom. Get skilled at setting up and running meetings using these technologies, as if this was going to be your new reality moving forward.  
  • Prioritize Relationships. Team building and camaraderie are important for any team and remote teams are no exception. I challenge you to go out of your way to form personal bonds with your remote folks. Use check-in time to ask about their personal life, families, and hobbies. Allow team meeting time for “water cooler” conversation so the whole team can create personal connections and strengthen relationships. 

Encourage team members to help each other with technology and other challenges and be sure to recognize people for their effort. Additionally, remember that benefit-eligible MSU employees have access to elevateU, an online learning resources with courses, videos, books and more. There you will find ideas for group activities (look for the Team Talks link under MSU highlighted programs, then look at the Custom tab), learning related to a variety of content areas that could align with development plans, and thousands of books and videos to accelerate learning. Be sure to share with your team what you are learning as well. Learn more about elevateU for professional development while working remotely.

Celebrating HR Women Leaders on International Women’s Day!

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March 8 is International Women’s Day. Recognized globally, this momentous day is intended to celebrate the social, economic, cultural, and political achievements of women (internationalwomensday.com). This year’s International Women’s Day campaign theme is #EachforEqual, to encourage that collectively each one of us can help to create a gender-equal world.

In 2018, women made up nearly half the U.S. labor force and held more than half of all management, professional, and related occupations. (U.S. Bureau of Labor Statistics, 2018). We have come a long way, and there’s still more to be accomplished. Here at MSU Human Resources, we have women occupying five executive positions. We have asked each woman HR executive to share a career tip for career success:

Sharon Butler, Associate Vice President:

“Think and behave in a manner that sends the message you are competent, curious, intelligent, and an independent thinker who is willing to work collaboratively with your colleagues.”

Donna Donovan, Chief of Staff and Director of HR Administration Services:

“Take on new challenges. Don’t be afraid to say yes to a new project or opportunity that excites or interests you, even if you feel you aren’t ready.  This is how we grow, gain perspective and get experience.”

Sharri Margraves, HR Associate Director of Organization and Professional Development:

“Take a wide view of career success – a non-linear one. Consider positions that are lateral or even lower level if it offers a chance to learn new skills or lead a different team. Be willing to take on jobs and projects that are new to you. Find leaders who can facilitate that kind of empowerment and run from those who cannot. Finally, think ‘connecting’. Connecting people who have a mutual need or idea can create magic.”

Reneé Rivard, Director of Compensation and Benefits:

“Talk less and listen more. It’s surprising what you actually hear when not talking or thinking about what your response will be.”

Alice Smith, Director of Solutions Center:

“Jobs come and go as you move through your career, but your reputation, specifically whether you are known for behaving ethically and with integrity, will stick with you forever. It is THE single most valuable professional asset you have.”

Thank you to our HR executives for providing such valuable insight. We hope that it serves as encouragement to know that all are capable of success. While our careers are just one aspect of life, women have found success in leadership roles and continue to empower one another each day. With #EachforEqual in mind, we must work together towards a gender-equal world today and every day.

2019 Clerical-Technical Recognition Award Winner

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The Clerical-Technical Recognition Award is presented annually to a Michigan State University support staff member performing clerical-technical duties. The recipient is selected from nominations received by the CT Recognition Award Selection Committee. The award is sponsored by the Thomas and Concettina Gliozzo Endowment Fund to recognize outstanding MSU clerical-technical employees.

This year’s winner is Thomi Chrisinske!

  • CT award winner, Thomi Chrisinske, and her colleagues.
  • Thomi with her cake.
  • Thomi and family.
  • Thomi and family.
  • Thomi and her colleagues.
  • MSU College of Communication Arts and Sciences Dean David Prabu, Thomi Chrisinske, CT Union President Deb Bittner
  • Thomi and MSU Human Resources AVP Sharon Butler

Thomi is a secretary for the Department of Communication where her she excels in her position providing leadership, technology, promotional, and human resource support to the department chair, faculty, graduate students, and staff. Exceeding the high expectations of her department, Thomi has been described as an essential component of the success of the Department of Communication. Chairing two standing departmental committees, the Equipment and Space Committee and the Social Media Committee, Thomi exemplifies great leadership by always striving to improve herself and the Department of Communication. With her dedication to the MSU community, Thomi consistently goes above and beyond to uplift those around her. Congratulations to Thomi!

Watch the video below to learn more about this year’s CT Award Winner, Thomi Chrisinske:

National Disability Employment Awareness Month

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This is a guest post written by HR Accommodations Specialist, Cherelyn Dunlap.

Michigan State University is a leader in cultivating a diverse and inclusive campus environment.  During the month of October, we celebrate National Disability Employment Awareness Month, led by the U.S. Department of Labor’s Office of Disability Employment Policy.  Held annually, this observance aims to raise awareness about disability employment issues and celebrate the many contributions of workers with disabilities.

Individuals with disabilities add significant value to the workplace, offering diverse perspectives on how to tackle challenges and achieve success.  This year’s theme “The Right Talent, Right Now” interconnects with the university’s core value of inclusiveness.  It highlights the unlimited possibilities that occur when barriers are removed for individuals with differing abilities.

What can you do to observe National Disability Employment Awareness Month?  Strive to make all employees feel like they belong and are valued for their unique characteristics and perspectives.  Also, realize that October isn’t the only time we can engage and promote awareness of disability employment issues.  We all play an important role in fostering a more inclusive workforce, one where every person is recognized for their abilities – every day of every month. It is of the utmost importance that the university community is one that is welcoming, recognizing that the talents of all people are a critical part of building an inclusive work culture.

For more information on National Disability Employment Awareness Month please visit the Office of Disability Employment Policy’s website. 

Job of the week – Secretary II

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This week’s job of the week is a Secretary II (#591122) for the Department of Mechanical Engineering in the College of Engineering. This position is seeking an individual to provide support for both the Mechanical Engineering main office and the undergraduate advisor program.

The responsibilities for this role include assisting in making travel arrangements for faculty, staff, and students when requested, departmental ordering and processing online registrar forms. Other responsibilities for this role include providing general office support to the undergraduate advisor, entering data and communicating information to faculty, staff, and students.

The ideal candidate would possess knowledge acquired through completion of a high school education with coursework in typing and shorthand; one to three years of related and progressively more responsible work experience in word processing, spreadsheet, database, desktop publishing, calendaring and/or presentation software typing and filing; and may require knowledge of technical or medical terminology and/or technical training related to the field of employment; may require bilingual abilities in a specific language or an equivalent combination of education and experience.

For more details on the responsibilities of this position, and to view all our current postings, visit careers.msu.edu. Internal applicants should access postings through the Careers @ MSU tile in the EBS Portal.

Summer is the Perfect Time to Sign-Up for a Professional Development Course!

Published on by Megan MacGregor1 Comment

With summer right around the corner, many students are heading home to refresh, recharge and prepare for another academic year. A quieter campus means you might also have some time to refresh and recharge your professional or personal development goals. Summertime is the perfect opportunity to look at your schedule and figure out which professional development courses available in the coming months interest you most.

Luckily, Organization and Professional Development (OPD) is offering a variety of courses this summer to help you reach your goals. Are you a new or experienced supervisor looking to improve your leadership skills? Or maybe you’re interested in finding out how to leverage your natural strengths and work behavior styles? Whatever your personal and/or professional goals, OPD has a variety of courses to help you succeed.

Courses to Improve Your Skills as a Supervisor or Leader:

Personal Development Courses:

Communication and Customer Service Courses:

You can find all current OPD courses on the HR website. Sign-up through the EBS Portal. MSU support staff should remember that they may have access to Educational Assistance to help with any course registration fees. Questions? Contact HR Solutions Center at SolutionsCenter@hr.msu.edu or 517-353-4434.

Nominations are now open for the Clerical-Technical Award!

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The Clerical–Technical (CT) Award is now open for nominations! This award is given annually to a clerical-technical support staff member. The award is sponsored by the Thomas and Concettina Gliozzo Endowment Fund to recognize outstanding MSU clerical-technical employees.

Past award recipient
Director Emeritus of the MSU Study Abroad program Dr. Charles Gliozzo, MSU Human Resources Associate Vice President Sharon E. Butler, award recipient Michelle Stewart and Clerical-Technical Union President Deb Bittner.

Individuals may be nominated by any member of the MSU community. To nominate an individual, you will need to complete a nomination form and collect a minimum of two support letters (maximum of five) by MSU colleagues. You may include additional information if it supports the applicant’s nomination.

Selection criteria include respect and concern for all members of the campus community, diligence in daily work, significant contributions to the community or public service and innovative thinking. The recipient is selected from nominations received by the CT Recognition Award Selection Committee. The winner will receive the award at a special recognition reception and they will be awarded $1,000 in recognition of their outstanding service.

You have until Monday, June 17 to nominate your candidate. Nomination forms and more details are available on the HR website.