A reader writes:
Can you help me deal with the amount of crying at work I’m dealing with at the moment?
I manage a mid-size team of people who are all very caring and empathetic, and are through and through a great team.
Every morning we have a meeting set up for the day. I’m finding more and more often that I have to deal with someone becoming overcome with tears at this meeting. My team all have their struggles, with health, family, bereavement, and plenty of other genuine personal problems. I find that some members of the team more than others will come to the meeting already in tears, or will become tearful if asked how they are. The meeting will then be focused on that person and their issue until I can, as tactfully and kindly as possible, try to steer us back on course. I’ll follow up with them afterwards to make sure they know I will support them in any way I can by adjusting their workload, giving them flexibility, etc. I get a lot of feedback from my team to say that I am a supportive manager.
But I’m really starting to struggle with this. I make it clear to my team they don’t need to have cameras on for the meeting, and they can message me ahead of time if they are struggling and don’t feel up to the meeting. I know that life these days is HARD and I’ve had my share of difficulties in recent years. But I do feel that this morning meeting is becoming a support group at times. I’m worried that members of staff who I know to have a lot going on in their personal lives, but don’t bring it up in the meeting, feel like they now have to shoulder someone else’s emotions. It is draining for me as well; I am only human.
Is there a nice way to tell repeat criers that they need to maybe skip the meeting if they feel like crying? Should I even do that? I think some of the team really rely on work connections to support them as they don’t have a great network of family and friends.
How do I deal with this? And how can I keep my sanity when I am getting all these emotions dumped on me, even when I’m having a tough time myself?
I wrote back and asked, “Are these daily meetings strictly necessary? That’s a lot of meetings and I’d look at whether they need to be happening that frequently as a first step!”
The organization very much expects us to do this every morning. The meeting can take as little as 15 minutes if we don’t have too much chat. It should just be a quick check-in to capture figures and flag any issues, but can and does get derailed.
First and foremost unless you find the meetings truly useful, see if you can cut down on how often you have them. If you don’t have the authority to do that, can you talk to whoever needs to okay it and explain that not only are they unhelpful but they’re becoming actively derailing?
But if that’s not an option — or if the meetings really do serve a useful purpose — then a few things:
1. Try making the calls audio-only. Not just “you don’t need to have your camera on,” but “we are going to leave cameras off for our meetings this week and see how that goes.” With cameras off, there will be fewer openings for “Jane, you look upset, is everything okay?” and a higher chance of staying focused on the meeting’s agenda.
2. Openly articulate the challenge to your team: “We have a team of empathetic people who care a lot about each other, and many of us have struggles going on outside of work. I love that we support each other, but we’re having trouble getting through our morning meeting agendas. I’m going to ask that we stay focused on work items at these meetings, but if you’re not in a head space to do that on any particular day, please message me that you’re skipping the meeting and we’ll connect later instead.”
3. After laying the groundwork that way, resolve to be more task-focused in the meetings. You probably feel it would be callous to ignore that someone seems upset, but it’s really okay to say, “Unfortunately we’ve got to figure out XYZ right now, but Jane, if you need to drop off this call, you can — and we can talk later if there’s anything you need from me in regard to workload or anything else” … and then move the conversation back to work items. (Similarly, if asking how people are is what tends to bring this out, try skipping that and just say, “Good morning, everyone! We’ve got a lot to cover so I’m going to jump straight in…”)
I suspect that if you try the above for a few weeks, you’ll be able to reset the meeting norms.
