In this context, crisis management in the workplace has become an essential skill for leaders of large organisations. They must guide their teams through business storms while maintaining stability and focus on strategic objectives.

The reason is clear: crises are, in many cases, inevitable. That is why it is essential for organisations to have a robust and well-structured crisis management plan in the workplace. Here, we tell you all about it so you can lead your team during times of uncertainty at work.

What is crisis management in the workplace?

In the corporate environment, a crisis represents an unexpected event that can cause instability within the organisation. Crises manifest themselves as a significant and sustained disruption to the normal functioning of the company, can vary in nature, and can be caused by factors internal or external to the company.

In this context, crisis management in the workplace refers to the strategies and procedures companies implement to deal with unexpected events that may jeopardise the stability and continuity of their operations. 

The importance of having a Crisis Management Plan in place

A crisis management plan in the workplace is a strategic document that defines how an organisation should respond to a crisis. It is essential because it provides a clear and coordinated framework for action, enabling leaders to make informed decisions under pressure.

Such a plan should not only foresee possible crisis scenarios but should also cover the steps companies should implement to deal with unexpected events that may jeopardise their stability and continuity.

By doing so, companies will be better prepared to deal with the most complex challenges, minimising damage and protecting their reputation and human capital. Without a plan, the response can be disorganised, increasing the risk of poor decisions.

Key components of a crisis management plan:

The action plan should be customised, and should be tailored to the needs of each company. However, any crisis management in the workplace plan should include certain key components:

• Risk identification: Before a crisis occurs, it is crucial to identify the risks that could impact the organisation. This includes internal risks, such as process failures, and external risks, such as changes in legislation or natural events.
  
• Crisis management team: It is critical to have a designated and trained team to lead the response to a crisis. This team should include representatives from all key areas of the company, such as operations, communication, human resources, and technology.
  
• Communication protocol: Effective communication is vital during a crisis. The plan should specify how and when information will be communicated to employees, customers, partners and other stakeholders. This includes designating spokespersons and preparing key messages.
  
• Response procedures: These are the specific steps the organisation should follow in different crisis scenarios. They range from physical office evacuation to business continuity management in cases of significant disruption.
  
• Recovery plan: Once the crisis has been contained, a plan to return to normality is needed. This plan should address restoration of operations, damage assessment, and implementation of improvements to prevent future crises.

The role of leaders in crisis management in the workplace

The role of leaders in crisis management in the workplace is crucial in guiding the organisation through difficult times. At these times, making quick and well-informed decisions under pressure becomes essential.

Leaders must assess the situation, weigh the options, and act decisively while remaining calm and conveying confidence to their team. In addition, clear and effective communication is vital to keeping everyone aligned and reducing uncertainty by providing accurate information and responding to employee concerns.

Beyond decision-making and communication, leaders must show empathy and support employees in times of crisis, recognising the emotional impact it can have. This includes providing resources for personal well-being and mental health in the company and being flexible and adaptable as the situation evolves.

In short, effective leaders are those who not only manage the crisis, but also maintain team cohesion and motivation, ensuring that the organisation can overcome the challenge and emerge stronger.

On this topic, Carlos Romero-Camacho Silos, Chief People & Corporate Affairs Officer at ifeel partner Insud Pharma, said:

“Leadership is based (…) on being an example in how you act, leading openly and honestly the capabilities of your teams in growth projects. Finally, and we have had to experience this over the last few years, having the ability to provide reassurance and a vision of the future in times of uncertainty’.

Phases in crisis management in the workplace

Effective crisis management is divided into three main phases: preparation, response and recovery.

Workplace crisis prevention

Preparation is the most critical and often underestimated phase of crisis management in the workplace. In fact, only 23% of rganisations feel that crisis management functions in their business are well integrated.

Knowing how to prevent a crisis is as crucial as learning to manage it, as leaders must constantly monitor internal and external factors that could trigger problems.

For leaders of large companies, it is vital to develop a crisis plan and ensure that all levels of the organization are familiar with it. This includes regular drills and updates to the plan based on new threats or changes in the business environment.

In addition, effective prevention includes building a resilient work environment where job uncertainty is properly managed, and employees’ mental health is prioritised. In this regard, surveys have shown that 70% of organisations plan to increase their investments in resilience building, highlighting the importance of being prepared to manage crises effectively.

Preventive actions:

• Constant monitoring: early identification of warning signs that could escalate into a crisis.
  
• Strengthening organisational culture: Creating an environment where employees feel safe and supported.
  
• Ongoing training: Preparing teams to handle unexpected situations.

Response

The response phase focuses on the immediate action to be taken once a crisis management in the workplace has been triggered. An effective leader must be able to make quick and well-informed decisions.

Clear and consistent communication is essential during this stage. Employees need to know what is happening, what is expected of them, and how they will be supported. In addition, leaders must be transparent with stakeholders, including customers, partners, and the community.

Recovery

Recovery is the phase in which the organisation works to return to normal or establish a new normal. Depending on the magnitude of the crisis, this process can be lengthy.

During this phase, leaders must continue to support employees and oversee the implementation of changes that will prevent similar crises. Business mental health must be a priority during recovery, as crises can leave lasting emotional scars on employees.

Strategies for managing a crisis effectively

While not all crises can be foreseen, some strategies can help reduce the likelihood of a crisis occurring and mitigate its impact. The following are best practices for successful crisis management:

1. Transparent communication:

Effective communication is key to crisis management in the workplace. Leaders must foster an environment where employees feel comfortable sharing concerns and reporting problems before they escalate. This also includes transparency in decision-making and keeping all members of the organisation informed about changes that could affect them.

2. Strengthening Organisational Culture

A strong organisational culture can serve as a buffer against crises. When employees are aligned with the company’s mission and values, they are more resilient in times of crisis.

For this reason, leaders must continually work to strengthen organisational culture and ensure that the company’s values are reflected in all corporate decisions and actions.

3. Investing in employees’ mental well-being

Crises often significantly impact employees’ mental health. For this reason, investing in mental well-being and psychological support programmes improves employees’ well-being and increases their ability to manage stress during crises.

Along these lines, leaders should ensure that mental health resources, flexible work arrangements, and resources that are available and accessible to all employees are provided.

4. Post-crisis learning and empowerment

Every crisis is an opportunity to learn and improve. After overcoming a crisis, it is essential that leaders evaluate what worked and what did not, and adapt their crisis management plans accordingly. This assessment not only strengthens the company’s ability to deal with future crises, but also reinforces organisational culture and team cohesion.

Steps to strengthen the organisation after a crisis:

• Review of crisis management in the workplace: Analyse the decisions taken and their effectiveness.
  
• Update the crisis plan: Incorporate lessons learned and new strategies.

Trust the leaders

Crisis management in the workplace is a fundamental aspect of leadership in large organisations. A well-structured crisis management plan not only protects the business, but also strengthens its resilience and improves employee morale. By supporting employees and prioritising their mental health, leaders can ensure that their organisation not only survives the crisis, but emerges stronger.

To assist in this process, our team of psychologists specialising in mental well-being has developed a mental well-being program for companies aimed at helping companies enhance employee engagement and boost productivity.

This collaboration allows HR managers to receive personalised, data-based advice on the most effective measures for detecting employee mental health issues and assessing the workplace climate. It’s the best way to understand their needs.

Moreover, ifeel’s corporate mental well-being solution offers employees a structured mental health care service tailored to their needs at any given time. We hope you found this article on crisis management in the workplace interesting. If you want more information about our mental well-being solution for companies, simply request it, and we will contact your team soon.

These skills, pillars of emotional intelligence, are essential for managing stress and emotions in leadership. They allow leaders to navigate challenging and dynamic business environments successfully.

Now, how can I develop these skills to enhance my leadership? You might be wondering.

To support you in this process, we at ifeel have designed a handbook on emotional intelligence for leaders, enabling you to transform your leadership and benefit your entire organisation. Download it for free!

The importance of self-awareness and self-regulation in leadership

Self-awareness and self-regulation in leadership are more than just theoretical concepts; they are practical tools that enable leaders to understand and manage their own emotions and those of their teams.

These competencies are fundamental to developing a style of leadership based on emotion, which, according to Daniel Goleman, an expert in emotional intelligence, is essential to inspire and motivate teams effectively.

On the one hand, self-awareness implies the ability to recognise and understand our emotions, strengths, weaknesses, values, and motivations. Self-regulation refers to the ability to control or redirect one’s behaviour and moods and the ability to think before acting.

For this reason, it is not difficult to conclude that enhancing these skills together will allow you to strengthen the foundation of emotionally intelligent and effective leadership.

Benefits of self-awareness and self-regulation in leadership and organisations

The implementation of self-awareness and self-regulation in leadership brings numerous benefits for both leaders and organisations:

1. Improvement in decision-making: Self-awareness and self-regulation in leadership are able to make more balanced decisions, integrating rational analysis and emotional understanding.

2. Increased resilience: These skills enable leaders to better manage the stress and pressures of the work environment, which is crucial for making effective decisions under pressure.

3. Creating a positive work environment: Emotionally intelligent leaders foster a culture of open communication and respect, improving collaboration and trust in the team. Research shows that leaders’ emotional intelligence significantly affects the retention intention of their direct reports.

4. Greater talent retention: Enterprises prioritizing self-awareness and self-regulation in leadership experience lower staff turnover and increased employee commitment.

5. Optimisation of the work environment: Self-awareness and self-regulation in leadership create an environment where employees feel valued and understood, reinforcing the work culture and promoting greater participation.

Strategies for developing self-awareness and self-regulation in leadership

To cultivate these essential skills, leaders can implement the following strategies:

1. Emotional self-awareness log:

This technique consists of keeping a diary in which the emotions experienced during the working day are recorded, evaluating the situations that triggered them and how they were handled. This practice helps to gain clarity about emotional patterns and identify areas for improvement.

2. Practise self-control:

Applying techniques such as deep breathing or mindfulness before responding in emotionally intense situations can help you stay calm and respond more rationally.

3. Develop empathy:

Create empathy maps for each team member, exploring their emotions, thoughts, and motivations. This practice improves understanding of the team’s needs and fosters more empathetic leadership.

4. Goal setting and reflection:

Define clear and achievable goals, apply the definition of SMART goals, and reflect weekly on achievements and their impact on internal motivation. Also, always remember to celebrate successes and provide positive feedback to yourself and your team members, reinforcing self-awareness and self-regulation in leadership.

5. Authentic communication:

Practise communicating clearly and empathetically with your team, listening actively to their concerns and being honest in your responses. Also practise admitting mistakes with humility and adjusting course when necessary to strengthen trust and authenticity in leadership.

The role of training and professional support

Developing self-awareness and self-regulation in leadership is not a process that happens overnight. It requires a continuous commitment to personal and professional growth. In this sense, training and expert support play a crucial role.

Many organisations recognise the importance of investing in developing these skills. For example, Virginia Grenón Lobato, Global Head of Human Resources Operations at Cabify, an ifeel partner company, highlights:

‘Our value ‘We trust in trust’ is based on several fundamental pillars. At the top, we leaders do everything we can to provide an environment of support, trust and professional development, offering constructive feedback and opportunities for growth.’

This statement underlines the importance of creating an environment that fosters self-awareness and self-regulation in leadership, not only at the individual level, but as an integral part of the work culture.

Practical implementation: Exercises to strengthen self-awareness and self-regulation

To help leaders develop these crucial skills, here are some practical exercises:

1. Daily reflection exercise:

At the end of each day, spend 10 minutes answering the following questions:

• What emotions did I experience today and what triggered them?
• How did I handle these emotions? Am I satisfied with my response?
• What did I learn about myself today?

The answers to these questions can help you reflect on your behaviour and identify areas where you could adjust to align your leadership style with your expectations.

2. Mindfulness practice:

Spend 5-10 minutes every morning practising mindfulness. Focus on your breathing and observe your thoughts without judging them. This practice improves self-regulation and mental clarity.

3. 360° feedback:

Ask your team, colleagues, and superiors for honest feedback on your leadership style. Use this information to identify areas for improvement in your self-awareness and self-regulation.

4. Visualisation exercise:

Before a challenging meeting or situation, take a moment to visualise how you want to handle it. Imagine how you will regulate your emotions and respond effectively.

5. Keep a gratitude journal:

At the end of each week, write down three things you are grateful for in your role as a leader. This practice fosters a positive mindset and improves emotional self-regulation.

The importance of self-awareness and self-regulation in the current context

As the world advances and work environments become more complex, self-awareness and self-regulation in leadership have become more crucial than ever. Organisations face unprecedented challenges, from adapting to new technologies to managing diverse and globally distributed teams.

In this context, leaders who have developed a high level of self-awareness and self-regulation are better equipped to navigate these turbulent waters. They can remain calm in crisis situations, make balanced decisions under pressure, and guide their teams with empathy and vision.

Moreover, in an environment where the mental well-being of employees has become a priority, leaders who practise self-awareness and self-regulation are better positioned to create healthy and sustainable work cultures.

Mental health at work, one of the biggest challenges facing organisations today

At ifeel, we know that self-awareness and self-regulation in leadership are not just passing trends, but fundamental competencies that will define the success of leaders and organisations in the future. As the business world becomes more complex and interconnected, the ability of leaders to understand themselves and manage their emotions becomes increasingly crucial.

To support you in this process, at ifeel we have designed a handbook on emotional intelligence for leaders, which will allow you to transform your leadership and benefit your entire organisation. Download it for free!

In addition, our clinical team provides leading companies in their sector with a dynamic, scalable and fully personalised solution, powered by AI. We have a strategy and approach based on key data to help organisations with a global presence address one of the biggest business challenges of our time: mental health at work.

This solution offers employees a mental health care service structured at different levels depending on their needs at any given time. Discover our Resources section where you will find different materials, such as webinars, podcasts, guides for human resources on current topics and interviews with leaders of large organisations.

Data-driven methodology

Our mental health solution for enterprises employs evidence-based practices and innovative methods, backed by the latest research and a network of over 600 mental health professionals. Would you like to know more about our Clinical Research Department? Don’t forget to visit this section to stay informed about the latest studies and research in mental health in corporate environments.

We hope you found this article on self-awareness and self-regulation in leadership interesting.

If you would like more information about the ROI of our personalised mental health solution for enterprises, simply request it here. Our team will calculate the ROI based on your enterprise’s specific characteristics.

In this article, we discuss why Gen Z is saying no to management and how decision-makers can take proactive steps to adapt leadership strategies, embrace flexibility, and foster inclusive work environments to engage this generation effectively.

Understanding Gen Z: A new workforce paradigm

Gen Z, born between 1997 and 2012, is distinct in its approach to work compared to previous generations. They were raised amidst technological advancements, social media, and rapid globalisation. This upbringing has profoundly influenced their workplace expectations, leading many to question and often resist traditional management structures and practices.

Digital natives with high expectations: Gen Z is extremely tech-savvy, expecting seamless technology integration in their work environments. This digital proficiency means they prefer efficient, less hierarchical structures. This often results in instances where Gen Z is saying no to management when outdated practices are enforced, demanding instead fresh and innovative approaches.

Value-driven work ethos: A 2022 Deloitte survey highlighted that 75% of Gen Z prioritise work that aligns with their personal values. Unlike previous generations, they seek purpose over a paycheck, often pushing back against management that fails to deliver meaningful projects or demonstrate social impact.

Flexibility as a non-negotiable: Flexibility is crucial for Gen Z, who strongly prefer remote work and flexible hours. This expectation for adaptability can often be perceived as defiance, but it also presents opportunities for leaders to innovate and adapt.

Demand for transparency and authenticity: Gen Z values transparency and authenticity in leadership. They are quick to disengage if they perceive management as opaque or insincere. This need for openness frequently results in scenarios where Gen Z is saying no to management that doesn’t practice what it preaches, preferring environments where contributions are acknowledged and valued.

Continuous feedback culture: Unlike their predecessors, Gen Z thrives on constant feedback rather than annual reviews. This expectation can strain traditional management systems not equipped for continuous evaluation and improvement. Leaders must adapt to provide timely and constructive feedback that aligns with Gen Z’s expectations.

Challenges for management

As Gen Z is saying no to management, it creates several challenges for traditional leadership structures. Managing a generation prioritising flexibility, feedback, and purpose requires a fundamental shift in how organisations operate.

• Resistance to hierarchy: Gen Z’s preference for less hierarchical structures challenges traditional management styles, necessitating a shift towards more inclusive and participative management approaches.

• Demand for work-life balance: Gen Z often rejects rigid work schedules, pushing for more flexible working arrangements that challenge conventional office norms.

• Focus on diversity and inclusion: Gen Z expects a workplace that champions diversity and inclusion. This generational expectation challenges companies to implement and actively progress towards comprehensive DEIB (Diversity, Equity, Inclusion, and Belonging) initiatives.

Guide to embedding a DEIB strategy in your corporate culture

In navigating the challenges of a modern workforce where Gen Z is saying no to management, decision-makers must integrate comprehensive strategies that promote diversity, equity, inclusion, and belonging (DEIB).

A valuable resource in this journey is the “Guide to Embedding a DEIB Strategy in Your Corporate Culture”. This guide offers insightful strategies and practical steps for embedding DEIB into corporate culture, ensuring that your organisation not only meets but exceeds Gen Z’s expectations. By implementing these strategies, leaders can foster a more inclusive and equitable work environment that resonates with this generation’s values.

We highly encourage leaders and HR professionals to download this guide from ifeel’s resource page to start transforming their workplace culture today.

Guidance for leaders: Embracing the Gen Z perspective

Leaders need to adapt their strategies to effectively manage and harness the potential of Gen Z. Understanding that Gen Z is saying no to management in traditional forms requires a shift in leadership style to meet the evolving needs of this generation.

Promote open communication: Create a culture of open dialogue where ideas are freely exchanged. This involves establishing platforms for feedback and discussion, aligning with Gen Z’s preference for transparency. Leaders should encourage all employees to voice their thoughts, contributing to a more inclusive and collaborative work environment.

Foster a flexible work environment: Embrace flexible work arrangements that accommodate Gen Z’s desire for work-life balance. This flexibility can increase job satisfaction and productivity, reducing instances where Gen Z is saying no to management. Implementing hybrid work models or flexible hours can meet these expectations.

Align work with purpose: Integrate corporate social responsibility into the business model to attract and retain Gen Z talent. By aligning organisational goals with broader societal values, leaders can more effectively engage this purpose-driven generation. This alignment not only improves employee morale but also enhances the company’s reputation.

Leverage technology: Utilise technology to streamline operations and communication. Gen Z’s digital fluency can be an asset if harnessed correctly, allowing for more agile and responsive management practices. Innovative digital tools can facilitate collaboration and efficiency, meeting Gen Z’s expectations for a modern workplace.

Benefits of adapting to Gen Z’s approach

Key takeaways

The movement of Gen Z saying no to management is not just about defiance; it’s a call for modernisation and adaptation in workplace practices. Organisations that embrace these changes will find themselves not only surviving but thriving in a rapidly changing global market. Here are some key actions to consider:

• Encourage open dialogue: Establish regular forums for open discussions on workplace improvements.
• Embrace flexibility: Implement policies for remote work and flexible hours.
• Align with values: Ensure company missions resonate with broader social values.
• Leverage technology: Use digital tools to enhance communication and efficiency.

Mental health at work, one of the biggest challenges facing organisations today

At ifeel, we understand that adapting to the evolving needs of your workforce, especially when Gen Z is saying no to management, is crucial.

To help in this process, ifeel has developed an annual planner for enterprises, which offers a guide to strategies that will help you promote health and productivity throughout the year in your organisation. Download it for free!

In addition, our clinical team provides leading companies in their sector with a dynamic, scalable and fully personalised solution, powered by AI. We have a strategy and approach based on key data to help organisations with a global presence address one of the biggest business challenges of our time: mental health at work.

This solution offers employees a mental health care service structured at different levels depending on their needs at any given time. Discover our Resources section where you will find different materials, such as webinars, podcasts, guides for human resources on current topics and interviews with leaders of large organisations.

Data-driven methodology

Our mental health solution for enterprises employs evidence-based practices and innovative methods, backed by the latest research and a network of over 600 mental health professionals. Would you like to know more about our Clinical Research Department? Don’t forget to visit this section to stay informed about the latest studies and research in mental health in corporate environments.

We hope you found this article on how Gen Z is saying no to management interesting.

If you would like more information about the ROI of our personalised mental health solution for enterprises, simply request it here and our team will make a calculation adapted to the specific characteristics of your enterprise.

In this sense, the key to truly understanding the challenges an organisation faces lies in interacting with those who are in direct contact with the business on a day-to-day basis: the employees. That is why it is essential to learn to listen to them.

But how? The best way to start is by strengthening skills such as active listening at work. Developing active listening at work is an essential skill that leaders and managers must cultivate. This skill allows them to unravel the roots of organisational challenges, facilitating a deep understanding that drives effective and sustainable change.

The ability to listen, understand and respond effectively to the needs and concerns of employees not only fosters an environment of innovation and collaboration, but also allows problems to be identified and solved before they become significant obstacles.

‘Communication is a continuous day-to-day task, but it is undoubtedly a key element for all of us to work towards a common goal.’

– Pilar Collado Puerta, Head of Talent Management and Laura Risquete Trigo, HR – Talent Development at González Byass, an ifeel partner company.

Why is active listening at work important?

Active listening is defined as the process of listening intentionally with the purpose of understanding, remembering and responding effectively to what is heard. In this context, active listening at work not only improves communication between teams, but also promotes an environment conducive to innovation.

Research shows that people spend approximately 55% of their time listening. However, it is the quality of that listening and not just the quantity that determines our success in the workplace. And, from the perspective of leaders, the importance of active listening at work goes beyond simple communication; it is an essential strategic tool.

Active listening at work strengthens the work culture and optimises both performance and decision-making. In a dynamic work environment, leaders must capture valuable information from those on the front line. By understanding the needs and concerns of their team, leaders foster an environment of trust, where employees feel valued and motivated to contribute their ideas.

Active listening at work also allows leaders to identify and resolve internal problems before they become significant obstacles. This practice promotes innovation by allowing fresh ideas to emerge from the team, offering creative solutions to complex problems.

Leaders who incorporate active listening into their work are also perceived as more accessible and open, which facilitates honest communication and improves employee morale and commitment, positively impacting talent retention.

At ifeel, we have developed an annual planner for enterprises, which offers a guide to strategies that will help you promote health and productivity throughout the year in your organisation. Download it for free!

Benefits of active listening at work

Active listening plays a crucial role in the development of organisational well-being. Organisations that value this practice tend to have a healthier work environment and lower staff turnover rates. Let’s look at its main benefits:

How to promote active listening at work?

The practice of active listening is essential for leaders looking to improve communication and engagement in the workplace. Here are some effective strategies that leaders can implement:

1. Eliminate distractions

To ensure effective communication, it is crucial to create an environment free of distractions. Turn off electronic devices that may interrupt the conversation and focus your full attention on the speaker. This not only helps to avoid misunderstandings, but also shows respect for the person speaking.

2. Use non-verbal communication

Body language is a powerful tool to show that you are engaged in the conversation. Nodding, maintaining an open posture and using subtle gestures let the speaker know that you are paying attention. These non-verbal signals reinforce trust and empathy.

3. Reaffirm and paraphrase

Make sure the other person feels heard by periodically summarising what they have said in your own words. Ask questions to confirm whether you have understood correctly, which not only clarifies doubts, but also makes the interlocutor feel valued.

4. Make eye contact

Looking into the eyes of the person speaking helps to focus attention and demonstrates genuine interest. Eye contact builds trust and conveys a sense of safety and respect during the conversation.

5. Maintain a positive attitude

Approach each conversation with an open and positive mindset. It is important to be willing to accept what is said, even if you disagree. A positive attitude encourages empathy and improves the quality of the exchange.

6. Break down the information

When presented with a lot of information, it can be helpful to break it down into smaller, more manageable segments. By categorising key points, you can retain information better and review it later to clarify any questions.

7. Take notes

If you feel comfortable doing so, take notes during the conversation. Not only does this help you remember important points, but it also shows the speaker that you value their words and are engaged in the discussion.

8. Take advantage of technology:

Active listening is not limited to face-to-face interactions. Use technological means such as phone calls, emails and instant messaging to practise active listening, making sure you fully understand the message before responding.

Practical Exercise: Regular feedback meetings

To start developing active listening at work, you have to practice it. In this way, through regular feedback meetings, organisations can create an effective channel for employees to share their ideas and concerns, promoting an environment of trust and collaboration. Here’s an exercise to get you started, following these steps.

1. Set a regular schedule: Organise regular meetings, for example, monthly or quarterly, where the main focus is feedback. This ensures that there is a consistent space for open communication and active listening.

2. Preparation and focus on solutions: Before each meeting, leaders should prepare an agenda that includes relevant topics to discuss. During the meetings, encourage all participants to share both challenges and possible solutions, thus promoting a culture of collaboration.

3. Creating a safe and open environment: It is crucial that leaders establish an environment where everyone feels comfortable speaking up without fear of retaliation. This involves practising active listening, showing genuine interest in what each member has to say and responding in an empathetic and constructive manner.

4. Performance analysis and continuous improvement: Use these meetings to evaluate individual and team performance. Active listening is essential here to gather feedback that helps identify areas for improvement, and to motivate employees to achieve their personal and professional goals.

5. Follow-up and action: After each meeting, it is important that leaders act on the feedback received. This not only demonstrates that employees’ opinions are valued, but also reinforces the culture of active listening as an integral part of how the team operates.

Implementing this exercise not only improves internal communication, but also strengthens team trust and cohesion, key elements for organisational success.

Unlocking enteprises’ potential

At ifeel, we know that the importance of active listening at work is evident in its ability to transform the work environment. By cultivating a culture where open communication and active listening are central pillars, organisations not only promote innovation and collaboration, but also reinforce team well-being and cohesion.

To help in this process, at ifeel we have developed an annual planner for enterprises, which offers a guide to strategies that will help you promote health and productivity throughout the year in your organisation. Download it for free!

In addition, our team of psychologists specialising in mental well-being has developed a mental well-being program for companies aimed at helping companies enhance employee engagement and boost productivity.

This collaboration allows HR managers to receive personalised, data-based advice on the most effective measures for detecting employee mental health issues and assessing the workplace climate. It’s the best way to understand their needs.

Moreover, ifeel’s corporate mental well-being solution offers employees a structured mental health care service tailored to their needs at any given time.

We hope you found this article on active listening at work interesting. If you want more information about our mental well-being solution for companies, simply request it, and we will contact your team soon.

Today’s large, modern enterprises have realised that having a strategy guide for effective meetings is key in 2025. The key is not only to reduce the number of meetings scheduled, but also to maximise their potential so that they can boost team productivity.

That is why we at ifeel have developed this simple guide, in which we will explore strategies to transform your meetings into opportunities that maximise their impact and benefit the whole team.

Importance of effective meetings

Effective meetings are crucial for coordinating activities, making decisions and solving problems. However, many employees still feel that many of their meetings are not as productive as they ‘should be’.

In fact, according to statistical data, 47% of workers consider that many of the meetings they attend are a ‘waste of time’, and 45% of these report feeling overwhelmed by the countless meetings on their agendas. And no wonder, as it has also been shown that in enterprises, especially at management level, it is estimated that up to 50% of working time can be spent in meetings, which adds up to between 30,000 and 45,000 hours over the course of a career.

This intensive use of time highlights the need to adopt new strategies to improve its effectiveness. But how can we change this perception? The first step is to have a guide to strategies for effective meetings, to help us steer the course when organising meetings with our teams.

Guide to strategies for effective meetings

Meetings are a key cog in the wheel of any organisation, functioning as the fastest way to ensure collaboration, share project updates and align the team. However, there is always room to improve these processes and maximise their effectiveness.

In this guide to strategies for effective meetings, we provide practical advice to transform each session into an opportunity for more fluid and productive collaboration.

Clear definition of objectives

Before calling a meeting, it is essential to clearly define its objectives. What is it hoped to achieve? What is the desired outcome? Communicating these objectives in advance helps participants to prepare properly and focus on the goals of the meeting.

Time planning

Time management is crucial. Each participant should know how much time will be allocated to each meeting so that they can organise their time at work, as well as any outstanding tasks, in the best possible way.

For leaders who also want to look after the well-being of their teams, a good strategy is to schedule meetings to end at unconventional times, such as 1:55 p.m. instead of 2:00 p.m. This simple adjustment provides buffer time between meetings, allowing participants to attend to urgent tasks or simply take a break.

In addition, using planning tools such as HR dashboards can make it easier to organise and follow up on the topics discussed, ensuring that all important points are addressed in a concrete way, and progress can be evaluated without the need for multiple meetings on the same topic.

Assigning specific roles

Assigning specific roles in meetings, such as a moderator, a note taker and a timekeeper, can significantly improve their effectiveness. This structure ensures that meetings run smoothly and respect everyone’s time.

Technology and effective meetings

Technology plays a crucial role in improving the effectiveness of meetings, and that is why it should be part of this guide to effective meeting strategies.

Tools such as videoconferencing platforms and integrated HR dashboards enable clear communication and effective follow-up of decisions made. In addition, time management applications help organise agendas and keep meetings within the established time frame.

How can you organise your time at work for more effective meetings?

Effective time management is essential for maximising productivity at work. This involves setting clear priorities and reserving time in the diary for preparing for and following up on meetings. Implementing strategies for human resources, such as setting monthly objectives and periodically reviewing progress, can facilitate this task.

In addition, evaluating the effectiveness of meetings is an essential step for continuous improvement. Collecting feedback from participants through anonymous surveys can provide valuable information on what worked well and what areas need adjustment. Finally, keeping track of decisions made and actions agreed upon is crucial to ensure that the meeting’s objectives are met.

‘Our goal is to implement people-centred strategies to foster an inclusive and safe work environment in which everyone can participate, develop professionally and personally and feel recognised.’

Lisa Porres, Chief People Officer at Spotahome, an ifeel partner company.

Trust the leaders

At ifeel, we know that effective meetings in 2025 require careful planning, efficient time management and the use of advanced technology to facilitate communication and follow-up. By adopting the advice in this guide to effective meeting strategies, organisations can not only improve the productivity of their meetings, but also foster a more collaborative and efficient work environment.

To help in this process, our team of psychologists experts in workplace well-being has developed a mental well-being solution for enterprises, with the aim of helping companies to boost the commitment to work of their workers and enhance productivity.

Thanks to this collaboration, human resources managers can receive personalised advice based on data on the most effective measures for detecting mental health problems in employees and measuring the work environment experienced by their teams. It is the best way to understand their needs.

Moreover, ifeel’s mental well-being solution for enterprises offers employees a mental health care service structured at different levels according to their needs at any given time.

We hope you found this guide to strategies for effective meetings interesting. If you would like more information about our mental well-being solution for enterprises, simply request it and we will contact your team right away.

In other words, these demands, which characterise the complexity of the business environment, can only be met if the enterprise and its leaders can efficiently organise the workflow, thus unlocking the full potential that its employees have to offer.

In this context, to integrate of OKRs into organisational well-being strategies represents an innovative approach that can help managers achieve this balance. Through management aligned with OKRs, leaders have the ability to foster the mental and physical well-being of their teams, ensuring them a safe space where they can enhance their skills and thus enable the organisation to achieve its goals.

To support this process, ifeel has designed an OKRs implementation guide for large organisations, which you can download for free here.

Why integrate OKRs into organisational well-being strategies?

The success of enterprises is achieved when their teams are motivated and committed, and a crucial factor in achieving this is the protection of the mental health of their employees. In this sense, employees’ mental health should not be a secondary concern, but should be at the heart of business strategy.

This implies an active effort by organisations to create a working environment that promotes mental well-being. And OKRs are an excellent tool to ensure that, from small actions, they are consistently working towards the well-being of employees.

OKRs are a management methodology that allows enterprises to set and measure specific goals through key results. In this way, through clear and measurable goals, enterprises can ensure that mental health is kept in focus, enabling teams not only to achieve, but exceed their objectives effectively and with satisfaction.

OKRs in organisational well-being strategies, however, can play a crucial role in helping leaders identify areas for improvement and set clear goals for the well-being of their teams.

On this, Pilar Collado Puerta, Head of Talent Management, and Laura Risquete Trigo, HR – Talent Development at González Byass, an ifeel partner company, explained:

“As a family-owned enterprise, we like to take care of our teams, because without them the enterprise would not be what it is. Therefore, we like to foster an environment of collaboration, training and continuous development, always creating well-being for the teams’.

This perspective underlines the importance of integrating well-being objectives into OKRs, ensuring that employees’ mental and physical health priorities are equally important to economic objectives.

Integrate OKRs into organisational well-being strategies: key benefits

Integrating OKRs into organisational well-being strategies connects the enterprise’s goals with initiatives focused on improving employees’ quality of life. This synergy not only aligns team efforts with strategic objectives, but also facilitates impact measurement and fosters a culture focused on well-being and shared achievement.

Below are the key benefits of this integration.

Tips for leaders: Learn how to integrate OKRs into organisational well-being strategies.

Implementing OKRs into organisational well-being strategies requires a strategic approach and effective communication. According to research, successful workplace well-being programmes can increase productivity by improving employee health and reducing presenteeism.

Here are some key strategies for integrating well-being into the enterprise’s OKRs:

1. Define clear objectives

Set specific, measurable goals that reflect the organisation’ s well-being priorities. For example, ‘increase participation in well-being programmes by 30% during the year.

2. Involve employees:

Encourage the active participation of employees in the process of defining OKRs, ensuring that their needs and suggestions are taken into account.

3. Monitor progress regularly:

Use clear metrics to assess progress towards well-being goals and adjust strategies as necessary.

4. Promote a culture of well-being:

Fostering an environment where mental and physical health is valued is essential to organisational success. This means not only recognising the importance of mental and physical well-being, but also providing the resources and support necessary to achieve it.

To this end, relying on workplace well-being experts such as ifeel can be a key component of this strategy, as they offer customised, data-driven solutions to improve mental well-being within organisations.

By integrating these resources into their day-to-day operations, enterprises not only take care of their employees, but also set a standard of care and engagement that can significantly improve team motivation and productivity.

If you want to learn more about how to integrate OKRs into organisational well-being strategies, we invite you to download our free OKR implementation guide for large organisations to unlock the full potential of your organisation.

Trust the experts

At ifeel, we know that learning how to measure the success of OKRs is essential to the strategic growth of enterprises. By using key metrics and applying fine-tuning strategies, leaders improve organisational performance and create a more cohesive and motivating work environment.

To assist in this process, ifeel has designed an OKR implementation guide for large organisations, which you can download for free here.

To support companies in this process, our team of expert workplace well-being psychologists has created a mental well-being solution for businesses that improves talent retention, reduces presenteeism, and combats employee stress. 

With our mental well-being solution, your company’s HR managers can receive personalised, data-driven advice on improving mental health at work. In addition, this solution offers employees a 360° mental well-being solution structured at different levels according to their needs. Try our solution now to see how it could help you.

We hope you found this article on how to integrate OKRs into organisational well-being strategies interesting. If you would like more information about our mental well-being solution for enterprises, just ask us and we will get in touch with your team as soon as possible.

Yes, there is much talk about the importance of this methodology. Still, few enterprises actually manage to implement the strategy, measuring the success of their OKRs to know the points of success or improvement. Knowing how to measure OKRs’ success is still a challenge for many leaders.

If you are one of these leaders needing support, don’t worry! In this article, we show you how to measure OKR success effectively, including the key metrics to consider and how to adjust strategies based on the results.

In addition, to support you in this process, ifeel has designed an OKR implementation guide for large organisations, which you can download for free here.

Why measure OKRs’ success in enterprises?

OKRs are a powerful tool to chart a clear path towards meeting strategic objectives. This approach not only improves organisational clarity, but also promotes a culture of accountability and commitment among employees.

In this sense, measuring OKRs in enterprises is crucial for several reasons directly impacting organisational performance. The following are some of the main reasons:

1. Strategic alignment

Measuring OKRs ensures that all enterprise efforts align with the overall strategic objectives. In large organisations, where the dispersion of teams and functions is more complex, OKRs act as a centralised system of objectives that all teams can follow and understand. This makes it easier for each employee to know how their work contributes to the overall success of the enterprise.

2. Clarity and focus

OKRs help simplify complexity by clarifying what is important to the enterprise in a given period. By measuring OKRs, organisations can prioritise resources and efforts towards initiatives with the greatest impact, eliminating activities that do not directly contribute to the stated objectives.

3. Fostering collaboration

By measuring OKRs, a culture of transparency and cooperation is promoted . Employees can see how their personal and team goals are interrelated with those of other teams, which fosters cross-departmental collaboration and synergy.

4. Performance evaluation

Measuring OKRs provides leaders with a clear methodology to evaluate performance not only at the individual level, but also at the team and organisational level. This makes it easier to identify areas for improvement and recognise outstanding performance, which in turn can positively influence team morale and employee motivation.

5. Flexibility and adaptability

Enterprises operate in dynamic environments where change is constant. As such, OKRs enable organisations to be agile and adapt quickly to new opportunities or challenges. Measuring these objectives on a regular basis helps enterprises to pivot their strategies in an informed way, ensuring that resources are used as effectively as possible.

‘Improving engagement requires personalising communication and our actions to foster a sense of ownership, which also helps us keep our OKRs aligned with the specific needs of our audiences.’

Sabrina Kruse, Head of EMEA HR and Diversity at SCOR, an ifeel partner company.

How do we measure OKRs’ success?

Learning how to measure OKRs’ success is crucial to ensure that an organisation is on the right track towards achieving its strategic objectives.

At ifeel, we understand that what cannot be measured, cannot be improved. That is why we advise leaders to implement effective OKR measurement and monitoring systems that not only assess progress, but also facilitate timely strategic adjustments. This approach enables organisations to maximise the impact of their strategies and ensure continuous and sustainable growth.

1. Key metrics to measure OKRs’ success

To measure the success of OKRs, it is essential to consider a set of metrics that not only quantify progress, but also provide a qualitative view of the impact on the organisation. Some essential metrics are detailed below:

Strategies for adjusting OKRs according to results

Once OKRs have been evaluated, leaders should be prepared to adjust them based on the results obtained and metrics analysed. Take note of the following strategies, which we recommend:

• Quarterly review: Implement quarterly reviews to assess the progress of OKRs and make necessary adjustments. This allows for quick adaptation to changes in the business environment.

• Continuous feedback: Foster an environment where feedback is constant and constructive. This not only improves the execution of OKRs, but also involves employees in the process.

• Alignment with business strategy: Ensure that OKRs are aligned with the enterprise’s long-term strategy. This may require re-prioritisation of certain objectives if circumstances require it.

Practical Exercise: Assessing OKRs

To facilitate the implementation of these concepts, we propose the following practical exercise based on team cohesion improvements to serve as practice on how to measure the success of OKRs in your enterprise:

Example: Evaluation of team cohesion

1. Definition of objectives: Set as an objective ‘to increase team cohesion through team building activities’.

2. Success metrics:

• KR1: At least 80% of the staff attend team building activities.
• KR2: Participants rate the activities 8/10 or higher in satisfaction.

3. Progress analysis: Every quarter, collect data on attendance and satisfaction with activities. Then, through analysis of this data, adjust the activities based on the feedback received.

4. Final report: At the end of the year, produce a report detailing achievements, areas for improvement and recommendations for the next year.

Unlocking team potential

At ifeel, we know that learning how to measure OKRs’ success is essential to the strategic growth of enterprises. By using key metrics and applying fine-tuning strategies, leaders not only improve organisational performance, but also create a more cohesive and motivating work environment.

To assist in this process, ifeel has designed an OKR implementation guide for large organisations, which you can download for free here.

To support enterprises in this process, our team of expert workplace well-being psychologists has created a mental well-being solution for businesses that improves talent retention, reduces presenteeism, and combats employee stress. 

With our mental well-being solution, your company’s HR managers can receive personalised, data-driven advice on improving mental health at work. In addition, this solution offers employees a 360° mental well-being solution structured at different levels according to their needs. Try our solution now to see how it could help you.

We hope you found this article on how to measure OKRs’ success interesting. If you would like more information about our mental well-being solution for enterprises, simply request it and we will get in touch with your team as soon as possible.

In this context, the role of leadership in psychosocial risk management has become essential. Leaders and managers can shape a safe and healthy work environment that promotes the mental health of their teams and boosts the organisation’s productivity.

To facilitate this process, we invite you to download our Psychosocial Risk Factors template to prevent mental health problems at work. You will be able to identify and efficiently address these risks, promoting your employees’ well-being and your company’s productivity. Download the template now and improve your work environment!

What are psychosocial risk factors?

Psychosocial risk factors in the work environment can negatively impact workers’ physical, psychological, and social well-being. These risks emerge from interpersonal relationships, organisational conditions, and work demands. This is where the role of leadership in psychosocial risk management becomes crucial.

When these aspects are not managed effectively, they can significantly deteriorate employees’ mental well-being. For example, an excessive or poorly distributed workload can lead to burnout, while a hostile work environment can lead to conflict and low morale.

These factors affect individual employees and can negatively impact productivity and the company’s work environment. Therefore, the role of leadership in psychosocial risk management is crucial, requiring the implementation of proactive management strategies to foster a balanced work environment.

Role of leadership in psychosocial risk management

Leadership is a crucial component in the identification and mitigation of psychosocial risks in the work environment. Leaders are in a strategic position to observe and assess team dynamics, identify early signs of stress or discontent, and take corrective action before these factors become serious problems. This is precisely the role of leadership in psychosocial risk management.

Effective leaders understand that their role goes beyond operational management; they must act as well-being facilitators within their teams and serve as role models, inspiring healthy and resilient behaviour, encouraging their teams to prioritise their own physical and emotional well-being.

This ability to positively influence represents the role of leadership in psychosocial risk management, and is fundamental to creating a work environment that is not only productive, but also safe and sustainable in the long term. To achieve this, leaders must be empathetic and able to implement measures that foster a positive work environment.

Preventive strategies for leaders

1. Connect with your team to understand their needs

Before making any changes, it is important to identify the current psychosocial risk factors. These may include workload and pace, work environment, interpersonal relationships, and role clarity.

Practical exercise: Assessment

Implementing a questionnaire that allows employees to assess their level of psychological risk is a useful exercise. This approach provides a clear picture of the areas that need attention and improvement.

To do this, design simple questions that employees can easily answer. You can use a Likert scale (e.g. from 1 to 5) to measure the degree of agreement or disagreement with statements related to these factors. Examples of questions could be:

• Do you consider your workload to be manageable?
• Do you feel supported by your colleagues and supervisors?
• Are you clear about your responsibilities and roles within the team?

Then, collect the answers and analyse the data to identify patterns or areas that need attention. Look for common issues indicating systemic problems, such as a high workload or lack of role clarity.

You can use our Psychosocial Risk Factors template to help you identify mental health issues at work.

2. Encourage open and effective communication

Promoting a culture of open communication where employees can voice their concerns without fear of reprisal is essential. This approach not only helps to identify problems before they become crises, but also strengthens the relationship between leaders and their teams.

To achieve this, improving internal communication through continuous and effective dialogue is essential. Regular team meetings are vital to aligning objectives, solving problems collaboratively, and ensuring that everyone is informed.

In addition, using digital tools and communication platforms facilitates information sharing and reinforces organisational transparency. Implementing these practices creates an environment of trust and fosters collaboration within the company.

3. Adjust workloads

Reviewing and redistributing tasks to ensure that the workload is balanced and manageable for all employees is essential. Strategies such as setting clear priorities and realistic deadlines can be implemented to prevent burnout and stress.

In addition, implementing regular breaks and flexible working policies can significantly improve employees’ time and energy management.

4. Implement training and well-being programmes

Developing ongoing training programmes is crucial to improve employees’ skills and competencies, while promoting an environment of learning and growth. These programmes should include access to mental health and well-being resources that are critical to supporting employees’ personal and professional development.

In addition, implementing corporate well-being solutions, such as those offered by ifeel, provides necessary psychological support and helps leaders better understand the emotional needs of their teams. These combined efforts not only strengthen individual well-being, but also contribute to a positive and productive organisational climate. Let’s take a look at how:

5. Emotional leadership development

Emotional leadership is essential for managing emotions within the team effectively. This type of leadership involves skills such as empathy, self-awareness, and emotional regulation. In this sense, leaders must be able to identify when a team member is dealing with stress or burnout and provide the necessary support.

“Finally, and this is something we have had to experience over the last few years, having the ability to provide peace of mind and a vision of the future in times of uncertainty“.

–Carlos Romero-Camacho Silos, Chief People & Corporate Affairs Officer at Insud Pharma, an ifeel partner company.

At ifeel, we encourage you to download our ‘Guide to prevent micromanagement in executive teams’, which will provide you with the tools to tackle these problems and build a healthy and effective leadership.

Trust the leaders

At ifeel, we know that leadership in psychosocial risk management is not just a responsibility, but an opportunity to create a healthier and more productive work environment.

To help in this process, we designed a Psychosocial Risk Factors template to help you prevent mental health problems at work. You will be able to identify and efficiently address these risks, promoting your employees’ well-being and your company’s productivity. Download the template now and improve your work environment!

To support companies in this process, our team of expert workplace well-being psychologists has created a mental well-being solution for businesses that improves talent retention, reduces presenteeism, and combats employee stress. 

With our mental well-being solution, your company’s HR managers can receive personalised, data-driven advice on improving mental health at work. In addition, this solution offers employees a 360° mental well-being service structured at different levels according to their needs. Try our solution now to see how it could help you.

We hope you found this article on leadership in psychosocial risk management interesting. If you would like more information about our mental well-being solution for companies, simply request it, and we will contact your team as soon as possible.

Through their day-to-day actions, leaders set standards that guide how employees interact, communicate, and feel in the workplace. This role is crucial, as it enables leaders to inspire their team to achieve the company’s goals and cultivate an environment conducive to personal and professional development.

By taking a conscious and deliberate approach, leaders can architect a work culture that promotes resilience, inclusion, and holistic well-being.

To assist in this process, ifeel has designed a must-have resource for fostering a positive culture in your organisation. Discover effective strategies to improve the work environment and enhance the well-being of your employees. Don’t miss out.  Download it for free now!

The importance of leadership in positive work cultures

The role of leadership in positive work cultures is vital to building an organisational culture that promotes well-being and productivity. In a corporate environment, leaders are not only responsible for leading teams towards achieving goals, but also for shaping the work environment in which their team members operate.

Leadership in positive work cultures is based on principles such as honest communication, mutual respect, and the implementation of values that foster collaboration and well-being for all employees. Of course, a positive company culture translates into direct benefits for the organisation: studies have shown that companies with strong cultures report revenues up to four times higher than those with weak cultures.

In this sense, leaders who actively promote these values and practices not only better manage the demands of the work environment but also create an environment where employees feel valued and motivated. This is crucial to maintaining a dynamic and resilient work environment where every team member can thrive and contribute to the common mission of the organisation.

Strategies to foster a positive leadership culture

Implementing effective strategies is essential for leadership in positive work cultures to strengthen and sustain an organisational culture that promotes collective well-being.

These strategies help establish a healthy work environment and ensure that the organisation’s values are lived out daily. Below are vital methods leaders can adopt to cultivate and sustain this culture in their teams.

1. Assessing leadership style

As managers, regularly assessing our leadership style is crucial to ensuring that current practices are aligned with the goals of a positive culture. Leaders can benefit from reflecting on their approach, soliciting team feedback, and participating in personal development programmes.

This constant self-assessment allows them to identify areas for improvement and adjust practices to strengthen the positive impact on the work environment. You can use the following exercise to help you get started:

Practical exercise to assess our leadership style.

This exercise will help leaders assess the current culture and identify areas for improvement:

This questionnaire allows leaders to get a clear picture of how the current culture is perceived within the organisation and the steps needed to improve it, from their leadership role.

2. Open and honest communication

One of the fundamental pillars of effective leadership in positive work cultures is open communication, which is a powerful tool for transforming and empowering organisations. Leaders must establish clear and accessible channels for all employees to express their concerns and expectations.

This improves team cohesion and fosters an environment of trust and respect.

3. Model desired behaviour

Leaders should be living examples of the values the organisation wishes to promote. This means acting with integrity, showing respect in daily interactions, and effectively communicating organisational values.

“Organisations are not just production centres; they are living entities in which everyone can and should participate, supporting the colleague next to them. When a person feels that they are in a positive and healthy environment, where they are valued, they come to work with joy, energy and a desire to contribute to the organisation that provides them with that environment’.

Vasco Armés, Human Resources Director of PERI Iberia, an ifeel partner company.

4. Implementation of training programmes

It is essential that employees receive appropriate training so that they can align their behaviour with organisational values.

Development programmes should focus on skills such as effective communication, conflict resolution and leadership. These programmes empower employees and reinforce the positive culture you want to establish.

‘Leadership is about attracting and retaining the best people by providing opportunities for professional and personal growth and development. Be an example in how you act, leading openly and honestly the capabilities of your teams in growth projects’.

Carlos Romero-Camacho Silos, Chief People & Corporate Affairs Officer at Insud Pharma, an ifeel partner company.

5. Incentives and recognition

Recognition of behaviours aligned with the company’s values is crucial to maintain a positive culture. Designing a job recognition strategy that values these behaviours reinforces employee engagement and promotes the adoption of desirable practices. This is vital to ensure that the work culture remains a constant guide.

Trust the leaders

At ifeel, we know that leadership in positive work cultures is a powerful tool for transforming and empowering organisations. With the right leadership, it is possible to unlock the latent potential in every team member and achieve sustained long-term success.

To assist in this process, ifeel has designed a key resource to help you foster a positive culture in your organisation. Discover effective strategies to improve the working environment and enhance the well-being of your employees. Don’t miss out. Download it for free now!

With our mental well-being solution, your company’s HR managers can receive personalised, data-driven advice on improving mental health at work. In addition, this solution offers employees a 360° mental well-being service structured at different levels according to their needs. Try our solution now to see how it could help you.

We hope you found this article on leadership in positive work cultures interesting. If you would like more information about our mental well-being solution for companies, simply request it, and we will contact your team as soon as possible.

The reason is not hard to guess. In a world where the importance of mental wellbeing to business success is finally being recognised, leaders and managers are challenged to integrate initiatives that not only promote a healthy work environment, but also address the emotional complexities that employees face on a day-to-day basis.

In this context, the Mental Health Mentor brings a proactive and personalised approach to corporate well-being, offering ongoing support that is vital both in times of stability and crisis, when stress and uncertainty can significantly impact team performance and morale. Let’s take a look at what this role is all about.

What is a Mental Health Mentor?

A Mental Health Mentor is a mental health professional, i.e., a psychologist , whose primary role is to support and guide employees within an organisation to promote their emotional and psychological well-being.

Unlike traditional human resources or talent management roles, the Mental Health Mentor focuses specifically on the mental health of individuals, offering a personalised and confidential approach that addresses the psychological needs of individuals. The main functions of the Mental Health Mentor include:

This way, these mentors not only contribute to improving individual mental health, but also strengthen team cohesion and organisational culture.

Who can be a Mental Health Mentor?

Selecting a Mental Health Mentor is a critical process that should focus on choosing a highly qualified professional, preferably a psychologist with expertise in workplace well-being, such as ifeel’s clinical team.

The importance of psychologists taking on the mentor role lies in their specialised training to address the complexities of mental well-being in the corporate environment comprehensively. They have the tools and knowledge to create a safe, trusting environment that allows employees to express and manage their emotional concerns.

Characteristics of an effective Mental Health Mentor

A Mental Health Mentor should act as a guide and role model, bringing technical knowledge and interpersonal skills that enrich the mentee’s experience. Here are the essential qualities that an aspiring mentor should have:

1. Communication skills: Listening actively and communicating clearly and empathetically is essential to establish an effective connection with employees.

2. Self-motivation and commitment: A mentor must be proactive and genuinely committed to their mentee’s personal and professional development.

3. Knowledge of corporate culture: Understanding the company’s culture and values is essential to align mentoring objectives with organisational goals.

4. Collaborative spirit: Fostering an environment of collaboration and teamwork is crucial to integrating emotional well-being at all levels of the organisation.

5. Positive attitude and dedication: Maintaining a positive attitude and demonstrating high dedication levels helps inspire and motivate employees to achieve their goals.

It is important to note that while a mental health mentor can provide valuable interpersonal support, they should not be seen as a substitute for a professional therapist or counsellor. Instead, it acts as a complement to specialist services, providing a support network that maximises the benefits of any clinical counselling employees may receive.

Integrating psychologists with expertise in workplace well-being as mentors, it ensures that the mentoring program not only addresses the emotional needs of employees but also contributes significantly to creating a more positive and productive work environment. This holistic approach ensures that employees not only have access to emotional resources, but also benefit from ongoing, expert guidance that promotes their personal and professional growth.

Importance of mental health at work

Mental well-being in the workplace has become an essential priority, not only for the personal well-being of employees but also because it directly influences the quality of business results. If the people doing the work are not emotionally and mentally well, organisational productivity and achievement will be compromised. Studies reveal that 90% of employees consider mental health benefits a must.

Thus, having a Mental Health Mentor and providing ongoing support to employees is not just a gesture of goodwill but a key strategy to ensure employees feel valued and supported.

This holistic approach boosts morale and is indispensable to fostering a healthy and productive work environment where employee performance is sustainably enhanced. When employee well-being is prioritised, the results reflect the commitment of a motivated and balanced workforce.

“Before, my team managed all of this. Now, with ifeel as a partner, we can provide a higher level of wellness management, while leaving my team time to work on other projects beneficial to our employees.”

-Judith Palau, People Director at Mad Collective

Benefits of implementing a mental health mentoring programme

Today, having a Mental Health Mentor is not just a trend, not just one of the well-known employee benefits, but a strategic necessity for organisations looking to stay competitive in today’s business environment.

While the concept of mentoring is not new, its application in the field of mental health is becoming increasingly relevant. In fact, a Wall Street Journal article highlights that 70% of Fortune 500 companies already have formal mentoring programmes in place, underlining its importance in organizational success.

These statistics highlight the immense potential to expand these mental health mentoring programmes and take advantage of their proven benefits. The main benefits of implementing a Mental Health Mentoring programme include:

1. Promotions and career development:

Statistics show that employees who participate in mentoring programmes are five times more likely to be promoted than those who do not participate. This reflects how mental health support and personal development can accelerate employees’ professional growth.

2. Improved retention rates:

Organisations incorporating mentoring programmes record significantly higher retention rates, with 22% for apprentices and 20% for mentors. This increase translates into reduced costs associated with staff turnover and greater stability within the company.

3. Improved organisational climate:

Mentoring programmes foster a more inclusive and collaborative work climate by providing a psychologically safe space to discuss and address personal and professional concerns, which is essential for corporate well-being.

4. Increased productivity and engagement:

Employees who feel emotionally supported tend to show greater commitment to their tasks and thus increase their productivity. This engagement translates into better overall organisational performance.

Implementing a Mental Health Mentoring programme or having a Mental Health Mentor is, therefore, an investment in the company’s future. It not only improves the individual well-being of employees but also strengthens the organisational structure by promoting a healthier and more productive work environment.

How to implement a mental health mentoring programme

For organisations wishing to integrate the figure of a Mental Health Mentor, it is recommended to follow these steps:

1. Needs assessment: Conduct surveys and consultations to identify areas for improvement in terms of mental health.
2. Mentor selection: Recruit professionals with expertise in organisational psychology and workplace wellbeing.
3. Programme development: Design intervention plans and educational workshops tailored to the characteristics and needs of the company.
4. Monitoring and evaluation: Implement metrics to measure the impact of the programme and adjust as needed.

Trust the leaders

At ifeel, we know that including a Mental Health Mentor within corporate wellness strategies is a crucial step in maximising employee potential and ensuring a healthy work environment. By supporting employees in times of crisis and providing an effective employee assistance programme, companies not only fulfil their social responsibility, but also reap tangible long-term benefits.

To support companies in this process, our team of expert workplace well-being psychologists has created a mental well-being solution for businesses that improves talent retention, reduces presenteeism, and combats employee stress. 

With our mental well-being solution, your company’s HR managers can receive personalised, data-driven advice on improving mental health at work. In addition, this solution offers employees a 360° mental well-being service structured at different levels according to their needs. Try our solution now to see how it could help you.

We hope you found this post about having a Mental Health Mentor interesting. If you would like more information about our mental well-being solution for companies, simply request it, and we will get in touch with your team as soon as possible.