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It was December 10. The leadership team had met to round out the objectives for the first quarter. With ambitious goals in hand, the CEO shared them with the team. And he ended, saying, “We want to launch these new programs by mid-January. I am in the office until December 15^th, so if you have any questions, let me know as soon as possible. And…happy holidays if we don’t meet again before then!”

Handoff accomplished, he walked away.

His team sat in stunned silence, flabbergasted. He had no idea what he had done to their spirit.

They looked at each other in bewilderment.

“How does he think this is going to happen in one month, with the holidays coming up?”

“Why didn’t they tell us sooner?” another asked.

“Great! I’m going to have to give up my holiday plans – again! – to make this happen,” lamented another.

The team understood that goals and ideas are one thing, but execution of the details is quite another. And they knew the timing was nearly impossible.

To their credit, they banded together and made it happen, but not without sacrifice. It was a resentful launch, for which their efforts went unrecognized.

Over the course of the next few months, the team members each made their exits to other companies.

What is “the thing behind the thing”?

Some would say it was simply a matter of poor planning, and it was. But it was an indicator of any even deeper issue: a lack of caring.

In fact, had the leaders really cared about their people, they would have worked with them to determine a timeline that would work for everyone. If the timeline was unavoidable, they would have worked alongside their team through their holiday as well. And, at least, they would have checked in with the team to determine what resources they needed.

Good leaders would not have done what this leader did.

But it happens more often than it should.

How can you actively show support and care for your team?

Set reasonable expectations.

While it is true that most people thrive on a good challenge, there is also a point of reasonable expectation. When setting goals, consider also the real time and resources it will take to reach them. Most everyone thinks they have more time than they actually have, because they do not account for the everyday work that must happen as well. Details may not be your forte, and that is okay. You can consult with a team member who does have these strengths to map out goals.

Consider the energy of the team.

Just as energy drives a locomotive, the energy of teams drives companies. A caring leader is aware of team energy and morale, recognizing when to push forward and when to give space for resetting the energy. A quarter has cadence. It generally begins with startup energy, goes into focused energy, and toward the end, the energy shifts to resetting, reflection, and planning. This leader pushed when the energy was shifting downward. And the team felt disrespected and disregarded.

Provide support.

Leaders hire teams to provide support. But what they may not realize is that the team also needs support from the leader. In other words, teams want leaders to have their backs as they expect them to have theirs. Leaders who roll up their sleeves to pitch in when the team is at capacity send a clear message – that they care. The team feels supported, valued, and respected. It can also be something as simple as providing lunch while working on a project. A major way leaders can support their teams is by acting as the snowplow that clears a path to success.

Honor the efforts.

Find a way to honor those who serve. It may be as simple as bringing in lunch when the team is pushing through on a project deadline. It may be a handwritten note, or some type of profit sharing. It can be formal recognition in a meeting or informal in a genuine word of thanks. But honor the efforts.

Know your team members personally.

If you know someone personally, you treat them differently. Learn the strengths of your team members and help them grow in those areas that give them energy and purpose. Get to know their interests. Learn about their families. If they are going through a challenging time outside of work, acknowledge that you care. Do a thoughtful deed for them. Send flowers if there is a death in the family. Give them a gift certificate for dinner if you know they have been working late.

What will you do this week to show you care for your team?

These are just some of the ways leaders can convey care and support to those who care for and support them. We all know the world is a better place when people genuinely care for and seek to support each other. And this is especially true in the workplace, where people spend a significant amount of their time.

What specific action will you take this week to show your team you care?

Curious how your company measures up in this area, with real data you can take to the bank?  Connect with us or take the assessment here (https://www.orgiqsuite.com/). Get your Culture Scorecard today and get back on track to success.

Deb Ingino is a highly sought-after executive coach, mentor, consultant, and speaker worldwide. Deb is well versed in business operations and in the importance of asking key questions most business leaders won’t ask themselves. She brings deep experience in leadership development, strategy, high performance team building and effective communication. She has a passion for leading people to discover and maximize their strengths as well as those of fellow team members, while offering advanced strategies to achieve high performance. Deb is the perfect fit if you’re ready to take your leadership and impact to the next level!