Dear CEO,
I understand that leading a company can be incredibly demanding, and it’s easy to feel overwhelmed. Both you and your team might be experiencing a period of low energy, and it’s completely understandable given the pressures of today’s business and global landscape. I know how challenging it can be, as I’ve walked a similar path.
It’s common to see signs of this in productivity dips, stalled innovation, increased absences, and a general sense of disengagement. You’re likely aware of the growing conversation around the impact of psychosocial hazards and risks in the workplace, and perhaps you’re even feeling the weight of it yourself. It’s truly a lot to carry. Yet, left unaddressed, this risk will fast become a proverbial bull charging through your business.
You might be thinking,
“With everything else on my plate, is this really the priority right now?”
And that’s a fair question.
But here’s the inconvenient truth: If you don’t fix your people problems, your business problems will only get worse.
Addressing these concerns now can build greater resilience for your business in the long run. The challenges we’re facing today were often present before, and now they’re simply more pronounced.
It’s important to remember that you’re not alone in this, and no single solution will magically fix everything. However, taking proactive steps to mitigate psychosocial risks can make a significant difference.
It’s not about placing blame, but rather acknowledging that we’ve all been learning and adapting to the evolving needs of our workplaces. Sometimes, we prioritize immediate business needs over the longer-term wellbeing of our teams, especially concerning potential psychosocial hazards, which is a common practice.
If we don’t address the people-related challenges, specifically those related to psychosocial risks, the business challenges will likely become more difficult to manage. I know it can feel like there’s never a “right time,” but perhaps now is the moment to gently shift our focus.
Leadership is indeed a demanding journey. It’s understandable to feel the weight of responsibility. However, addressing the concerns of your team, particularly regarding psychosocial wellbeing, will strengthen your leadership and your business overall.
Perhaps it’s time to approach this with curiosity and honesty. Let’s explore what’s truly happening within your organisation. Let’s ask the thoughtful questions. Let’s take ownership of fostering a positive culture, and mitigating psychosocial hazards, rather than delegating it entirely.
There may be some sensitive areas to address, such as a potentially overlooked culture, normalized burnout, or struggling managers, all of which can create to psychosocial hazards. The sooner we address these, the more effectively we can move forward.
The good news is, positive change is possible. It requires commitment and effort, and it’s a process of continuous improvement, not a quick fix.
This involves:
- Acknowledging the challenges related to psychosocial risks.
- Recognizing our roles in the current situation, without self-blame.
- Prioritizing people as a core business strategy, with a focus on mitigating psychosocial hazards.
- Seeking knowledge and resources on psychosocial risk management.
- Asking for support, both internally and externally.
- Committing to the long-term work.
This is a leadership responsibility, not solely an HR function.
This is an opportunity to cultivate a more positive and resilient workplace, with a focus on mitigating psychosocial hazards. It may require effort, but the rewards can be significant.