This month has already started heavy.
In recent days, many people have watched videos of Renee Nicole Good being killed. For some, this has triggered memories of George Floyd’s murder in Minnesota six years ago. Fear, anger, grief, and numbness are present in conversations and in the ways people show up or pull back at work.
We’ve been living in a prolonged state of threat for years. Since 2020, we’ve operated in near-constant hyperarousal while navigating a global pandemic, economic instability, shifting work norms, and repeated exposure to violence. Our brains and bodies are not built to function well under these conditions.
And still, the work continues. Emails get answered. Decks get built. Meetings happen. Some people come to work needing connection and conversation about what’s happening in the world. Others are doing everything they can to stay task-focused and avoid those conversations altogether.
Neither response is wrong.
The tension shows up when those needs collide, and we expect others to navigate through this moment the same way we do.
One of the most common mistakes I see leaders make is acting as if what happens outside of work is separate from their work performance. It isn’t. When people are carrying unprocessed trauma, their ability to focus narrows, productivity decreases, and working relationships strain more easily.
This is where Anchor and Engagement of our WAVE™ framework become important.
Anchoring means regulating yourself before reacting to others. It’s the difference between escalating or minimizing tension. It’s taking a breath before responding, waiting an extra 30 minutes before sending an email when you’re angry, or taking a 10-minute walk to clear your head and gain a different perspective.
Engagement is about the actions you take to enhance your professional relationships.
That’s what we’ll explore in our upcoming free Lunch & Learn, Managing Well in 60 Days: Resetting Expectations and Stabilizing Your Team During Uncertainty.
