β οΈ π π¬ π¨πππ₯ ππ₯ππ©ππ₯ πͺππ¦ πͺπ’π₯πππ‘π π§π’ ππ¦πππ£π ππππ«ππππππ§π¬.
(And yet most managers think giving time off is the answer.)
He was a single dad.
Ubering full-time.
He told me:βI took up driving full time, because I needed toβ
It stuck with me.
Because when leaders try to support people through hardship, they often offer what feels supportive to them.
Reduced hours.
Lighter loads.
βTake some time.β
But real support isnβt one-size-fits-all.
Sometimes the best thing you can offer isnβt space -itβs stability.
I worked with a company where an employee returned from sickness and her line manager halved her hours, thinking it was the right thing.
She never asked for that.
She wanted her normal routine back.
And instead, she felt micromanaged.
Like she couldnβt be trusted.
Hereβs what I introduced:β³ A practical framework for asking what support looks like, instead of assuming
β³ A manager guide with real examples of adjustments (including more structure, not less)
β³ Training on the difference between lawful, thoughtful, and patronising
β³ And a process for co-creating adjustments that meet needs on both sides
And the results?βοΈ 47% rise in satisfaction from returning employees
βοΈ Managers finally knew how to lead with confidence, not caution
βοΈ The business retained talent because it stopped playing guessing games
βοΈ And people felt supported on their own terms
That Uber ride reminded me of something powerful:
Not everyone struggling needs space.
Some need consistency.
Some need more hours.
Some just need to be asked.
As your all-inclusive HR department for less than minimum wage, I donβt just protect the business.
I protect the relationship between employer and employee when it matters most.
Are your managers offering support,
or just projecting what they would want?
https://lnkd.in/eSXgRSX5
