How to Better Support a High Performing Workforce and Yourself During the Pandemic
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How to Better Support a High Performing Workforce and Yourself During the Pandemic

In January of 2021 I had a breakdown. For reasons that I elaborate on below, I shared my experience on Twitter.

Since then some people have gently asked if I would be willing to speak about my experience in more detail in a public forum. I cannot. But I do wish to share a few thoughts about my personal experience as I am very concerned that I am just the tip of the iceberg and there are many others out there going through similar circumstances. It is my hope through writing this that the high performers and employers of high performers in my network can learn from my unfortunate experience. Although I am a lawyer, I believe that this experience may be helpful to others working in high performance environments.

So - What Happened To Me?

I spent the better part of six weeks in bed. All of my litigation dates were cancelled or handled by colleagues. I could not fulfil my duties on a new investigation that I was excited about and had to turn two other extremely interesting mandates away.

Up until the day it all came crashing down I was exceeding my personal targets and I had just came off my most productive and profitable year - ever. I had always worked extremely hard, going back to when I juggled multiple jobs throughout University, and never took more than two weeks off ever in my professional life.

So, what on earth happened? It is hard to say and I believe the seriousness of my situation grew gradually over an extended period of time. I attribute the ultimate collapse to a combination of things that came to a head at once. Those circumstances that I think have a broader application are outlined below.

First, it was incredibly challenging to be extremely busy and building a growing practice at a time where decisions are generally being made based on the very reasonable assumption that the economy is in crisis and there is a requirement for cut backs. Many high performers may see personal "success" during hard times and are doing so without the usual supports. This is obviously more challenging than in the Before Times.

Second, busy high performers who are directly responsible for earning money for the business are under tremendous pressure to keep the money flowing - not only for themselves but to sustain their colleagues and support staff. The focus on collections takes the focus off of other important aspects of the workplace such as wellbeing, diversity and inclusion, mentorship, and the importance of having fun and taking a break from the daily grind.

Third, the work from home life does not provide much opportunity to initiatively see if a colleague is struggling the way we do when everyone works from an office. High performers may not be used to asking for help or communicating the seriousness of their situation (or even recognizing that they are in a "situation"). Had I been in the office, my door would have always been closed, my hair would have been a mess, the dark circles under my eyes would have been obvious, there would not have been any smiles and there would have been days that I would have just left to go back to bed. It is one thing to ask for more assistance. It is another for everyone to see for themselves that you clearly need it.

Fourth (and for me this was actually the least significant factor), there is the added layer of a global pandemic and the worry we may have about our family and society in general. I consider myself fortunate to not be homeschooling children and am not personally responsible for caring for an elderly relative right now. High performers with that added responsibility need to be especially watched and supported by their employers and colleagues.

Ultimately, after an incredibly challenging and "successful" year in 2020, I looked ahead at what I was supposed to be able to tackle in 2021 and realized that I just could not possibly do it anymore. Fortunately, after an extended hiatus and substantial assistance, I have found part of myself again. But not before about two months of lost productivity, significant lost revenue to the firm and tremendous lost opportunities turned away.

I think some lessons can be learned from my personal experience both for employers/managers of high performing people and for high performers themselves. I think these lessons are applicable to a lot of workplaces and environments that attempt to foster a culture of high performance.

Be Mindful of When You and Your High Performers Need a Break

If I am honest with myself, I should have taken an extended break at least 6-8 months before my body left me no choice and completely shut down. I had felt like the poor mouse in the image below for a while (try not to be offended by the language). This image was shared on Twitter by another young female lawyer many months ago and I quickly made it the background on my iPad. That probably should have been my clue that my time for an extended vacation and perhaps professional help was long passed.

No alt text provided for this image

There is always going to be more work to do, another interesting or important mandate that you just need to finish and people that you do not want to disappoint. There is never a good time to be away. But you need to take the time anyway.

As the high performer, you need to be aware of the signs that you need a break and act on them. I now know what those clear signs are for me: not being excited about but dreading new files, growing annoyance upon the receipt of every email and difficulty sleeping.

As the employer or manager of high performers, you need to encourage your people to take breaks. Make sure they are aware of the supports available to them within your organization and the process of how to access them. An important point that I think many employers miss is making sure that your people have the capacity and time available to actually attend meetings, seminars and other resources in order to support their health and wellbeing. Be on the lookout for individuals going lengthy periods of time working excessive hours and working on stressful mandates. Rather than rewarding people for excessive hours worked, consider whether there is a way to better balance the workload among your people or consider hiring more people. Listen when your high performers come to you for assistance. Be direct about offering assistance if you notice the warning signs.

Consider If Easy Changes Can Be Made

Without getting into some of the specifics of my situation, there may be little things that you may consider altering that have the potential to have a large impact on your personal well being. Often these things do not cost money or additional resources. Consider this to be the low hanging fruit.

I had way too much time to think during my extended leave. I read quite a bit about making these small changes. I realized that there were several minor things that had a negative impact on my mood and elevated my stress levels.

I have adopted some changes and other suggests I have come across are still aspirational. Some examples include: development of better workflow systems, creating boundaries and sticking to them, being realistic with client expectations and deadlines, checking email less frequently, implementing rules which reduce overall email traffic, automatically directing certain emails out of your main inbox (yes I have an overwhelming hatred of email), limiting the news you consume as so much of it is negative, social media breaks, and learning mindfulness/grounding techniques for when you do struggle.

As an employer or manager of a high performing yet stressed out workforce, consider whether there are minor changes that might yield big impacts. I recently learned about some of these while attending a Women's Law Conference. Some workplaces have implemented the following:

  • no emails in the evenings or weekends unless it relates to an urgent matter - otherwise encourage use of the "delayed delivery" feature or make it clear in the subject or at the beginning of the email that a response until the next business day is not required.
  • no internal meetings on Fridays to allow for a day of uninterrupted work.
  • no internal meetings after 6 pm.
  • no scheduling of meetings that could have been an email.
  • meeting in smaller groups which facilitate discussion rather than meetings where participants watch a small few speak in order to foster engagement.
  • encouraging flexible work arrangements to better accommodate parents who may have children at home by making sure parents know your existing policies and that you support them in adopting the schedule that best suits them.

Be Direct About the Support You Require and Listen to Requests for Support

I am still working on this one. But are there specific, concrete things that you absolutely need to improve your work life in order to continue to be a high performer? If so, ask for them clearly and directly. Even if they cost money and resources. Be specific about the problem that you are trying to solve and offer a solution or multiple options.

As a manager/employer in receipt of these requests, trust that your high performers know what they need to continue performing at that capacity and to be successful. In times of crisis, you cannot afford to lose you high performing individuals to burnout or to a competitor.

Encourage the Development of Informal Support Networks

I first disclosed my personal challenges on Twitter on #BellLetsTalk day. I did not plan to make the disclosure. At the time I had been off work for over a week and was mostly hiding in the darkness of my room. I probably never would have done so if my leave did not correspond with a day that encourages talking about mental health. But I am glad I did.

The response I received was overwhelming. It resulted in a number of highly successful individuals reaching out to me about their own experiences. This assisted in my own recovery. I learned that many people I admired managed their careers with the support of therapists and medication and that they had taken extended medical breaks. Individuals shared stories about how they managed returning to work and ensuring they did not end up back in the same place - which is my biggest personal fear. Many spoke positively about their experience making use of the Member Assistance Program available to my profession which provides access to therapists with experience working with high performance professionals - a resource I quickly took advantage of and benefited from greatly.

More recently I spoke with three younger lawyers who reached out to me. They were on a similar path that I had went down and I hope that I may have helped them change course. If I had reached out to someone, many months ago, my personal path could have been different.

If you are a high performer that feels that they are on the path to crisis, reach out to a colleague. Send me a message. Do not go down the path alone assuming the only option is eventual burnout. Doing so is not a sign of weakness but a way to help your business and productivity in the long run.

If you are a manager or employer of high performers, encourage the exchange of experiences. If you have struggled, talk about it with your staff. Consider the development of internal support groups or discussions where stories can be shared. I learned about such a group that is very active at the Ontario Ministry of the Attorney General and was delighted when some of them reached out to speak with me.

Schedule Regular Time for Interaction and Encourage Others to Do So

You may be surprised to read that leading up to my collapse I was doing many of the things that contribute to a healthy lifestyle. I had decreased my alcohol consumption considerably. I was running 3-4 times a week and training to run a half marathon. I had lost 30 pounds in just over a year by eating better, drinking less, and exercising more. I was incredibly happy to be spending more time with my husband than ever before. I had spent more time on myself than I had since approximately 2015 and was the fittest that I had been since finishing law school.

But one thing I was missing was social interaction. On bad work days in the Before Times, I would call a friend, leave work early, and drink Prosecco. As unhealthy a habit as that may have been, it was a social outlet and a way to blow off steam that I was clearly missing. I also regularly attended client events and lawyer networking events and was involved in a number of committees. The pandemic and the crushing demands of my practice put an end to all of those things.

As a social person, I realized that I am missing the social interaction with people outside of my Firm and that those interactions were among the favourite parts of my job. A change I am implementing upon my return to work is attempting to schedule a phone call or Zoom meeting with a new person - or a person that I have not heard from in a long time - each week to try to spark some of the joy missing from the lack of these interactions. You may get a message from me about this (or feel free to reach out and offer up your time!).

Employers and managers should give their people the time for such interactions - just as they would approve afternoons off with clients for golf or curling or attendance at social gatherings before the pandemic. Your high performers should not be so overwhelmed with work that they cannot engage in these activities.

Going Forward

I am still working through my experience. I am not back to being 100% or even 75%. I have been incredibly grateful for the words of support from my clients, colleagues, friends and acquaintances. I am particularly grateful to one lawyer who left me a voicemail last week offering to move an upcoming date as he knew I was away for medical reasons and he did not want to force the matter ahead at my personal expense. I am also extraordinarily grateful for one colleague who reminded me that a legal career is a marathon and not a sprint and that there was no need to rush my return. It is the good people like them that will help us all get through these challenging times.

I am being so open about my experience because I fear that the current situation for many high performers (not just the lawyers in my network) is like an iceberg. A few people have shared publicly that they are struggling. But the number of people talking about it is just the tip of the iceberg visible above the water. I am very concerned about a number of my colleagues, friends, clients, and Twitter acquaintances who seem to be on the path that led me to a dark place. Maybe my own experience has made me more in tune to the warning signs - but they are certainly right there for everyone to see who bothers to look. We need to realize that we are all going through a shared experience, that productivity is not likely to be the same and that we need to create more time and safe space to care for ourselves and one another. If we do, we will create a better and perhaps even more productive and healthy place for everyone going forward.

I may revisit the topic later as I continue to work through my own experience. I would love to hear from others - in particular those who have returned to work following similar circumstances or those who have other ideas on how we can better support each other (both during the current pandemic crisis and afterwards).

Thank you all and I hope we can be in touch soon.

Erin Durant

Edurant(at)BLG.com or on Twitter at @ErinDurant42

[I have published a sequel to this article thanks to feedback received from many people. It includes some more practical tips for leaders: https://www.linkedin.com/pulse/why-speaking-mental-health-leader-bravebut-necessary-erin-durant/]

[Since publishing these article I have received a lot of inquiries about whether I am comfortable with this being shared broadly and with your networks, employees, employees, and industry groups. Please go ahead.]

Aimee Young

Practice Manager at Queen City Law

2y

Talking about these things is so important, thanks for starting the conversation.

Thanks for sharing, I felt I was not alone. I recognized myself in many of the things you describe, including "not being excited about but dreading new files, growing annoyance upon the receipt of every email and difficulty sleeping." Sharing the experience is part of the healing.

Sherryl Fraser

Chair, Design Studies at Algonquin College of Applied Arts and Technology

3y

Thank you for sharing your experience. Very insightful.

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Melissa Voros

Legal Administrative Assistant

3y

I'm not in the "high performer" category perse, but I'm sure there are many out there that appreciate hearing about some of the struggles people are going through either in general, OR as a direct result of this pandemic. I'm a mother of two young children (1 and 5 yrs) so I've definitely had some minor breakdowns of my own throughout this thing trying to deal with home schooling, Covid cases at the daycare/school, maintaining a "normal" 9-5 work schedule, etc. One thing I noticed you said, which I have been trying to also keep up is video calls with friends and family... I was so disappointed because I had reached out to a friend I hadn't seen in years in February of 2020 and we planned a visit with each other's families for April. I was so stoked only to find out about the total shut down shortly after, so we clearly had to cancel. Months passed and eventually I just said to her, "let's grab a bottle of wine after the kids are in bed and do a video call and just relax and chat", and we did and it went on for hours! It was so nice! I even "forced" us to do our makeup and put on some decent clothes so we could at least try to treat it like a bit of a "night out". It's the small things that count to keep ourselves sane!

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