How To Support Team Members Facing Challenges

How do you help your team members handle challenges—without taking on their challenges for them? 

In working through a challenge and learning from it, your team is able to grow. Think about the last time a team member told you about a challenge they had…and then somehow it was turned over to you to manage, or you picked it up and solved it.

You might be so good at putting out fires you didn’t even realize it. 

I get it. I’m an action-oriented person. I love to solve problems. I love to support my team.

A leader’s job is to coach team members to solve their problems and handle difficult situations, not necessarily do it for them. 

I definitely learned this the hard way as a new leader.

First, I drowned in directly managing the team’s challenges plus my own. Then, I learned my efforts to help my team unintentionally showed them that only I can handle something, or to expect that I will.

I still take seriously my role as a leader to remove barriers and intervene, as appropriate—but I also remind my team members that I believe in their abilities.

Here are three steps to help your team members navigate their own challenges (with your support and guidance, of course). ASK QUESTIONS Ask your team member open-ended questions to help them think through the challenge. You might say, “What do you think the next step should be?” or “How should we handle this challenge?” You want to draw out their perspective and demonstrate that this is something you expect them to manage. DETERMINE YOUR ROLE When your team member starts talking about their challenge, try to determine if they need to vent or need you to do something. Because I have a tendency to jump into things, I have to catch myself to ask if the team member wants feedback, support, or action. If they want feedback or support,they’re showing they intend to manage through the challenge and would benefit from your guidance. If they request action, dig a little deeper before you take this on. Try to understand if they aren't confident in their choices and need reassurance, or if they're delegating the tough stuff to avoid managing it themselves. REINFORCE YOUR TEAM MEMBER’S STRENGTHS Acknowledge your team member’s challenge—and their ability to get through it. Reassure them that you believe they can handle it. You may remind them of how they successfully handled a difficult situation in the past. Most importantly, remember that the leader’s role is not to solve their team's problems—but to help their team become better problem solvers.

Everyone is facing challenges right now. At the core, what we all want is to feel secure, supported, and capable of moving forward. The reality is, many are still navigating challenges: → Teams strained by constant change and uncertainty → Leaders juggling impossible priorities with limited resources → Employees grappling with burnout and the pressure to perform Here’s what people truly need: 1. Clarity of Purpose: People need leaders to articulate the “why” behind actions and decisions, especially in uncertainty, so teams can focus on what truly matters. 2. Psychological Safety: Leaders must create an environment where team members feel safe to speak up, share ideas, and express concerns without fear of judgment or retaliation. 3. Support for Vulnerability: Encouraging openness, admitting mistakes, and modeling vulnerability helps teams navigate challenges together. 4. Shared Accountability: Leaders need to ensure that responsibility is shared, not just top-down, so the team feels collectively committed to results. 5. Guidance in Conflict: Leaders should coach teams to embrace constructive conflict and ask the hard questions (“What’s not being said?”) rather than avoiding tension. 6. Consistency and Presence: In hard times, people need leaders who are visible, engaged, and steady, providing reassurance through consistent actions. 7. Empowerment for Growth: Leaders should continue to invest in people’s development, even under pressure, showing that growth and learning remain priorities. 8. Trust in the Team: People need leaders who trust them to make decisions and take ownership, rather than micromanaging during crises. 9. Transparent Communication: Sharing as much information as possible, even if imperfect, helps people understand the reality of the situation and reduces fear of the unknown. 10. Commitment to Co-Elevation: Leaders must demonstrate that even in hard times, the team’s success and growth matter as much as individual goals, lifting each other up together. This is the kind of leadership that makes a real difference.

Supporting Stressed Colleagues: The ICARE Framework Whenever I do a keynote presentation to help build caring teams, I ask the audience to raise their had if someone in their life is suffering a mental health issue. That could be someone at work, or in their personal life. 90% of the audience will raise their hand every time. So how do we help them effectively? Some time ago, I developed the ICARE framework to provide five practical steps that we can follow to support a team mate in distress (it's equally applicable to family and friends): I - IDENTIFY Notice when someone's behavior changes. Are they quieter than usual? Missing deadlines? Different energy levels? These shifts often signal someone is struggling. C - COMPASSION Offer emotional support without judgment. Asking "Are you okay?" with empathy can open the door to meaningful connection and support. A - ACCESS EXPERTS Help them find professional support - whether it's a mental health savvy GP or other mental health professionals. You don't need to be the expert, just the bridge. R - REVITALIZING WORK Work can be incredibly therapeutic. When possible, staying engaged (even in modified ways) often supports recovery better than complete withdrawal. E - EXERCISE Never underestimate the power of movement. Offering to take a 30-minute walk during lunch provides both psychological support and physical benefits. Walking features heavily in my own self-care strategy, and when I feel that my mood is declining, I will reach out to a friend to join me on a walk. Reaching out to a colleague in distress can feel like a minefield, but remember that it's not your job to fix them. No one expects you to have all of the answers. The best thing that you can do is show up with intention and practical support. What strategies have you found helpful when supporting colleagues?

I've learned one universal truth: everyone has performance ups and downs. The best leaders? They don't wait for a full-blown crisis. They spot the early signs and have those crucial conversations before things spiral. Here's my framework for helping a team member get back on track: 1. The "What's Up?" Chat (Week 1-2)   • Leader: Set up a casual one-on-one. Listen more than you talk.   • Team Member: Be honest about what's not working. It's okay to admit struggles.    Tip: Use open-ended questions like "What's your biggest challenge right now?" Consider having this chat outside your office - grabbing a coffee can change the dynamic. 2. Game Plan (Week 3-4)   • Leader: Work together to set clear, doable goals. Reset expectations as needed. Be specific about what needs to change.   • Team Member: Speak up about what you need to succeed. Own your part in the plan.   Tip: Break larger goals into weekly tasks. Stretch the team member but don't break them. 3. Support and Resources (Ongoing)   • Leader: Connect them with a mentor. Provide the tools they need.   • Team Member: Use these resources. Ask for help when you need it.   Tip: Consider personality assessments to identify strengths and growth areas. 4. Regular Check-Ins   • Leader: Regular catch-ups. Give honest feedback – good and bad.   • Team Member: Come prepared. Be open to feedback and ready to adjust.   Tip: Use the "situation-behavior-impact" model, and ask, "What would you do differently next time?" It promotes problem-solving, not just reflection. 5. One Month In: Quick temperature check • Discuss what is working and what additional resources or support is needed. 6. Three Months In: Bigger picture review • Discuss overall progress and expectations where performance has improved. 7. Six Month Milestone: Decision time   • If performance is better: Celebrate and plan next steps   • If not: Have an honest talk about whether this role is the right fit Remember: 🔸 Keep talking. Silence doesn't help anyone. 🔸 Leaders guide, but team members drive their own improvement. 🔸 Write stuff down – it keeps everyone on the same page. 🔸 We're all human. Patience and fairness go a long way. Watch out for inflated progress reporting. Stay engaged to see real progress. Look for tangible results, not just promises. Sometimes it works, sometimes it doesn't. But giving someone a fair shot to turn things around? That's good leadership. Leaders – ever helped someone bounce back? What worked? How did you ensure genuine progress? Share below!

When an employee shares that they're facing problems at home, our response as managers matters more than we might realize. It's tempting to suggest they "leave it at the door" or "use work as a break from home stress." While well-intentioned, this advice misses the reality that not everyone can compartmentalize. For team members dealing with foundational life needs like housing instability, food insecurity, or safety concerns, work can't simply become an escape. When someone is worried about where they'll sleep tonight or how they'll feed their family, that stress doesn't pause during business hours. Similarly, some people naturally integrate their whole selves into everything they do. Asking them to separate work and home isn't just difficult it's asking them to fragment who they are. What does help: ⚫ Ask "What support would be most helpful right now?" ⚫ Offer practical flexibility where possible (schedule adjustments, temporary workload shifts) ⚫ Connect them with employee assistance programs ⚫ Check in regularly without being intrusive Recognize that their best may look different during difficult times. The goal is not to fix their problems, it's to support a human being through a challenging period while maintaining realistic expectations at work. When we lead with empathy and practical support rather than quick fixes, we build stronger teams and demonstrate that people truly matter beyond their productivity. #leadboldly #leadboldylearning #developingmanagers #developingleaders

I’ve spent the past few days on calls and emails, helping leaders, HR professionals, and DEI practitioners figure out how to meet this moment without burning out.  It’s not uncharted territory—we’ve weathered years of upheaval, learning to adapt, keep things moving, and care for our teams. But it’s still hard, and it helps to remember that you don’t have to do it alone. Navigating this moment can feel like walking a tightrope. The issues demanding our attention seem endless. On the one hand, we’re expected to stay neutral, steering clear of politics at work, and on the other, staying silent when team members feel the real impacts of decisions can feel like letting them down. In moments like these, lean on the beautiful basics: ✅ Be a steady presence. You don’t need to have all the answers—no one does right now. What matters most is showing up for your team with care and consistency. Build trust and show them you’ll figure out whatever comes next together. ✅ Lean into your workplace rhythms. Every team member should know that a safe work environment is a priority—a place where they can turn, be heard, and find support—while respecting that some may choose to opt-out. If statements are your thing, go for it. It doesn’t have to be a big production. Use meetings, check-ins, or 1:1s as intentional moments to listen and connect. A simple "How can I support you?" or a thoughtful note can go a long way. ✅ Be clear about safety and well-being. Let your team know it’s OK (and encouraged) to step away, recharge, and care for themselves or their families. Be equally clear that harm to co-workers won’t be tolerated. Revisit your shared values and code of conduct (or create one if missing). If formal benefits aren’t available, small gestures—like gift cards, mindfulness breaks, or a fun playlist—can boost energy and lift spirits for those feeling worried, disengaged or burned out. ✅ Don’t forget about you. “You can’t pour from an empty cup” is a saying for a reason. Set boundaries, ask for support, and prioritize your well-being. You’re modeling what care and balance look like for your team. If your organization’s values and principles feel unclear, let this be your signal to take stock. Your team is paying attention. Show up with confidence, heart, and a steady presence. You’re not just navigating a moment; you’re shaping the conditions for your team to thrive. That’s powerful, meaningful work—and it starts with you. How are you showing up for your teams right now?

Supporting a Team Member Through Grief: Lessons in Awareness and Action The past month has been challenging for me personally. Losing my Mum has been one of the hardest experiences of my life. Grieving while leading a team hasn’t been easy, but it’s taught me a lot about trust, connection, and resilience. What’s helping me navigate this? Leaning in and trusting my team more than ever. By creating space for open communication and mutual support, I’ve seen our team grow and thrive during this challenging time. It’s a powerful reminder that we don’t have to carry everything alone—whether as leaders or team members. How does a team maintain 100% performance when one of its members is navigating grief or personal struggles? Life doesn’t pause for work. When challenges hit, they ripple across the team. But instead of ignoring or sidestepping them, teams that lean into support and awareness emerge stronger and more connected. Here’s what I’ve learned about supporting a grieving teammate: 🌟BE: Start with Awareness🌟 Awareness is the foundation. It begins with you: 1. Notice your emotions and energy. 2. Be mindful of others’ cues—both spoken and unspoken. 3. Recognize that grief doesn’t come with a rulebook; it’s deeply personal and unpredictable. When you’re aware, you create a culture where it’s safe to acknowledge emotions without judgment. 🌟DO: Actions to Support Your Team Member🌟 Awareness alone isn’t enough. Here are actions your team can take to create a supportive environment: 1. Ask for and offer support. Normalize asking for help—whether it’s extending a deadline or delegating tasks. 2. Give time and space. Grief is unpredictable. Some days are manageable; others are overwhelming. Respect that rhythm. 3. Hold space for sharing. Check in, create room for honest conversations, and simply listen. I once cried at a bakery because it reminded me of my Mum's favourite kueh. Sharing moments like these is part of the healing process. 4. Have each other’s backs. Step in to lighten the load when needed, without waiting to be asked. 5. Involve others in decisions. Collective ownership ensures the team doesn’t miss a beat. 6. Respect individual timelines. A productive morning doesn’t guarantee the afternoon will feel the same. Be patient and flexible. 🌟HAVE: A Culture That Thrives🌟 When you prioritize awareness and action, your team will gain: 1. Trust and inclusivity. Everyone feels valued and supported. 2. Resilience. Challenges bring the team closer instead of pulling them apart. 3. Sustainable performance. Balancing humanity with productivity ensures long-term success. Grief isn’t a roadblock; it’s a part of being human. When teams show up with compassion, they prove that emotions and performance can coexist beautifully—even in remote or cross-border setups. How does your team create a supportive environment during tough times? I’d love to hear your strategies. #business #team #growth #leanin #leadership #cassandracoach

With everything going on, are you struggling to lead right now? If you're paying attention to the news, it seems like every day brings unexpected, and often unwelcome, changes. In this environment, it is natural to feel angst, worry, frustration, and doubt. And when we’re feeling uncertain and overwhelmed ourselves, it can be especially challenging to lead a team that is likely feeling the same way. During times of major change and disruption, the job of a leader becomes even harder - and even more critical. Your team needs you more than ever to guide and support them, while at the same time you have to manage your own wellbeing more effectively. In my work teaching resilience and leadership skills, the question I am asked the most is “How do I successfully navigate changes that are out of my control?” Based on research from #PositivePsychology, here are four things you can do to build confidence and shepherd your team through challenging moments: 1️⃣ Acknowledge difficulty All change, even good change, comes with loss. By sharing that you’re struggling, you show strength and build trust with your team. You also create the space for others to talk about what’s going on with them, which means you’ll be able to address issues sooner and more effectively. 2️⃣ Focus on what’s in your control Ruminating on negative events that you can’t influence doesn’t help. Help your team, and yourself, by turning your attention to things that you can actually impact. 3️⃣ Take small steps Sometimes challenges are so big that they feel overwhelming and we respond by doing nothing. Taking action, even in small ways, helps move us forward productively and build confidence that we will make it through. 4️⃣ Lean into your relationships We’re stronger when we look out for our teams and offer our unique strengths to the group. Reach out to each member of your team to check in and make a plan to give - and get - support. What else are you doing to get through these challenging times?

Imagine one of your team members, a strong performer in the past, is struggling. Her father is undergoing cancer treatment and she is the primary caregiver. Over the last six months, her performance has dipped significantly. Other members are stepping in, however it is creating additional pressure and affecting the overall team performance. Unfortunately, you cannot bring in additional help. So, how do you support your employee through this challenging time without impacting the overall team performance? In my recent poll on LinkedIn, 86% respondents shared that they would appeal to the team for support. Here’s how I have dealt with delicate situations like this: 1️⃣ Have an empathetic conversation with the employee - Acknowledge her strengths, contributions and current struggles. - Encourage her to open up, including worries about impact on career - Discuss likely solutions to ease her workload temporarily, ex: adjustable or lower work hours, role adjustments etc. - Offer emotional health support like counselling 2️⃣ Assure your support. Times like this seem to last forever and people get flustered. - Assure that any temporary changes in the role, or workload or hours will not have long-term impact - Help her reassess and realign her short and long term priorities 3️⃣ Appeal to the team - Reprioritize the tasks, some non-critical ones may be dropped or outsourced - Reassign tasks to other members in an innovative way, say assigning work based on a person’s interest or development goals. - Role model by personally taking over few tasks What support have you received from your manager at difficult times? What could have been done differently? #manager #empathy #leadership

How do you support your team in times of fear and uncertainty? 𝗢𝗽𝗲𝗻𝗹𝘆 𝗮𝗰𝗸𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 𝗵𝗲𝗶𝗴𝗵𝘁𝗲𝗻𝗲𝗱 𝗲𝗺𝗼𝘁𝗶𝗼𝗻𝘀 • When times are hard, acknowledge both the external challenges and the challenging feelings. • Your team may not be at their best, and they need to know that's OK. • And they need to know that you may not be at your best sometimes, either. 𝗕𝗲 𝘁𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝘁 • Let your team know that you'll share as much as you can, as soon as you can. Then make good on that promise. 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝗰𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝘁𝗹𝘆 • Tell them what you know, what you don't know, and when you'll next communicate. Repeat often. • Always follow up when you said you would, even if it's to let your team know that you don't have any new information. 𝗕𝘂𝗳𝗳𝗲𝗿 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲 𝗻𝗼𝗶𝘀𝗲 • Sharing half-baked plans and speculation isn't transparency - it's creating noise. Shield your team to lower their stress. • Tell them what topics your leadership team is working on without the details, and tell them when you'll share more. 𝗢𝗳𝗳𝗲𝗿 𝗮𝘂𝘁𝗵𝗲𝗻𝘁𝗶𝗰 𝗿𝗲𝗮𝘀𝘀𝘂𝗿𝗮𝗻𝗰𝗲 • Don't tell them that everything will be OK unless you're confident that you can deliver. • Instead, help them see where your organization and team are strong and how you've weathered challenges in the past. 𝗖𝗼𝗺𝗺𝗶𝘁 𝘁𝗼 𝘂𝗻𝗮𝗺𝗯𝗶𝘃𝗮𝗹𝗲𝗻𝘁 𝗲𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁 • Make clear that you're all-in and will support your team in every way that you can. • Ask your team to support one another. 𝗧𝗮𝗽 𝗶𝗻𝘁𝗼 𝗺𝗲𝗮𝗻𝗶𝗻𝗴 𝗮𝗻𝗱 𝗺𝗼𝘁𝗶𝘃𝗮𝘁𝗶𝗼𝗻 • Remind your team why you do the work that you do. Why does your work matter, and who does it impact? 𝗛𝗲𝗹𝗽 𝘁𝗵𝗲𝗺 𝗳𝗼𝗰𝘂𝘀 𝗼𝗻 𝘄𝗵𝗲𝗿𝗲 𝘁𝗵𝗲𝘆 𝗱𝗼 𝗵𝗮𝘃𝗲 𝗽𝗼𝘄𝗲𝗿 • If your team is immobilized by fear and uncertainty, help them focus on what needs to happen today. • Focusing on the immediate and moving to practical action can help counter anxiety about things outside your team's control. Follow me for more tips for leading in challenging times. DM me for an invite to my next executive-level roundtable on leading in challenging times.