![]() ![]() Sending agendas and thought-starters in advance of meetings.You’ll get better ideas and performance out of your sensitive employees if they have an opportunity to deliberate on and formulate responses versus being put on the spot. This can be a valuable asset in many situations, as it allows HSPs to consider different perspectives and potential outcomes before taking action. Thinking before acting is a hallmark of high sensitivity. Setting aside a one-on-one meeting each month to discuss professional development.Creating a RACI chart, outlining who on the team is Responsible, Accountable, Consulted, and Informed on certain projects or decisions.Drafting a “me manual” - a guide to working with you as a leader, which includes preferences and expectations around communication, work style, and more.To help highly sensitive employees stay balanced, it’s essential to provide clarity about the scope of their role, goals, and exactly what is expected of them. HSPs thrive when they have structure and clarity, which allows them to focus on their work and perform at their best. It’s no secret that today’s leaders need to know how to operate in unprecedented uncertainty and flux. But it can cause excess stress and overthinking in the face of ambiguity. This vigilance was helpful in prehistoric days and can come in handy for identifying risks that threaten the team or business’s safety and security. Highly sensitive people are wired to look for danger. HSPs listen to multiple perspectives and find common ground, which can be invaluable during conflict resolution.Because HSPs are attuned to others’ emotions and needs, they can be savvy persuaders, influencers, and negotiators as well as experts at fostering teamwork and camaraderie.HSPs are skilled at spotting patterns, reading between the lines, and picking up on subtle cues, which makes them well-suited to identify opportunities or risks that others miss.Rather than viewing sensitivity as a weakness, consider the strengths your sensitive employees bring to the table and how they could be applied. To effectively lead and manage HSPs, managers need to shift their perspective and recognize that sensitivity is a natural variation in personality and not a flaw. This outdated perspective ignores the unique strengths that HSPs bring to the workplace, such as creativity, problem-solving, and empathy. But too often, HSPs are seen as weak and categorized as fragile, overly emotional employees who need a lot of hand-holding. ![]() different mental processing styles such as high sensitivity) leads to better results. ![]() See sensitivity as a strength, not a shortcoming. Managing a highly sensitive person (HSP) involves a learning curve, but here is how to leverage what they have to offer your team and company. Yet the majority of managers not only lack awareness of the trait, but also lack tools to properly supervise, nurture, and retain their sensitive leaders. This highlights the fact that highly sensitive people - when managed correctly - can be among your workplace’s greatest assets. In one survey, those who test highest for sensitivity are not only the most stressed, but they are also the best rated by managers. In a business world dominated by automation, digitalization, and increasing incivility, the need for highly sensitive people has never been greater. Researchers believe the trait evolved as a way to stay free from harm, since pausing and observing led to picking up on threats and opportunities that others missed. Studies have shown that high sensitivity is linked to genetic differences in how the brain processes neurochemicals like serotonin, dopamine, norepinephrine. It relates to having a more reactive nervous system, attuning to subtleties in the environment, and processing information more deeply. High sensitivity, also referred to as sensory processing sensitivity, is a trait that’s been researched for more than 30 years. Irene is among the one in five people who is highly sensitive. ![]() Irene shied away from confrontation and sometimes avoided giving necessary feedback to other colleagues, which blocked the team’s results. Last-minute changes sent her into a tailspin and compromised her productivity. Many even joked that Irene was the “heartbeat” of the team – the one who everyone turned to for compassion, care, and moral support.īut at times, Irene’s deep thinking and feeling nature got the better of her. Her knack for spotting and navigating nuance was invaluable in the organization’s matrixed environment. Her conscientious nature meant tasks were done on time and that every detail was accounted for. Hardworking and dedicated, she excelled in her role as lead project manager. Irene was the type of employee every manager dreamed of. ![]()
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