Feeling mentally and physically drained as a manager of people? You’re not alone. Managers everywhere are grappling to keep up. Flexibility, empathy, consistency, and intentional leading takes energy. Thus, it’s no wonder many managers struggled during the pandemic’s peak which has flowed over into the present day.

How does one know what to say, or what to do when faced with circumstances never seen before? How a manager behaves is a pretty basic leadership style trait: There are people who are relationship-centric, and there are people who are task-centric. Both profiles are easily identifiable among managers – and from your own personal experiences, I’m sure you’re thinking of a manager who tended to lean one way or another. When managers are under stress which is compounded by “the unknowns” it can be easy to resort to what is most comfortable, regardless of what is best for the team.

If you are a manager reading this, it’s probable you were trying to keep your head above water in the past year and a half. You may have become overly invested in personal experiences that ended up hurting productivity, or you may have compartmentalized other peoples’ issues as a concern that was not your own. Perhaps now is the ideal moment to reflect upon what could be done better across the spectrum and how you can prepare for crises. Evaluate the current atmosphere and team dynamics to make up for the damage done or for the missed opportunities.

First, slow it down.

I get it, easier said than done. But the nation is catching up to this whole “people matter and we better invest in them” thing, so it is your job to take the steps needed to ensure the vitality and successes of your workgroup.

What helps slow things down, you may ask? Emotional regulation. How are you feeling, why are you feeling that way? Are you quick to react under stress, or do you reflect and respond? Impulsive decision-making – what I like to call “hectic direction” – will only cause uncertainty and concern among team members. Being thoughtful and poised is not to be confused with being slow. Steady yourself with deep breathing, fair turnaround time, and clear expectations about what can and cannot be done within predefined time frames.

Second, reignite feedback.

Whether your corporation provides formal reviews or not, you should be giving your team members regular, quarterly reviews. Work with your team members to set goals, output, timelines, and reasonable expectations about what a person can count on with upward mobility, pay, flexibility, or career pathing. Do you spend time with your team members individually? What are you doing to ensure their psychological safety? Listening is the first step to establishing trust and with trust, candid conversation and better performance will follow.

This is a great summer exercise to employ prior to the frenzy of back to school and the decrease in summer vacationing.