Leading With Compassion When a Teammate Has a Terminal Illness

When an employee is diagnosed with a terminal illness, the complexities of workplace management deepen significantly. It’s not merely about handling the practicalities of business continuity or addressing the aftermath of a loss; it’s also about navigating the prolonged, emotionally charged period that precedes it. Some employees may choose to continue working through a terminal illness to maintain a sense of normalcy, purpose, or financial stability, which can be crucial for their psychological well-being during such a challenging time. This journey, marked by uncertainty and emotional upheaval, demands a compassionate, thoughtful approach from managers.

A colleague’s health crisis has far-reaching implications; it permeates the entire team and alters the dynamics of the workplace, often leaving a profound impact on morale and productivity. Managers, therefore, can find themselves in a pivotal role, where they must balance the emotional support of a valued team member with maintaining a stable and supportive work environment for all.

Drawing from the candid, deeply personal experiences of 21 employees who have navigated these challenging waters, our latest research — forthcoming in the journal BMJ Leader — aims to shed light on the nuanced roles managers play in these scenarios. Our study sought to understand the strategies that foster a culture of compassion and resilience in order to ensure that the needs of both the individual and the team are met with sensitivity and professionalism. In 60-minute interviews, we asked participants about their experiences, the challenges they faced, and the strategies they found most effective in supporting individuals with a terminal illness. The insights gained from these discussions form the basis of our six recommendations for managers facing similar circumstances, with the aim of providing a balanced, informed approach to confronting an impending loss in the workplace.

1. Engage in open and sensitive communication.

Start by establishing a dialogue that respects the employee’s privacy and confidentiality. Managers should create an environment where the employee feels comfortable sharing their needs and preferences regarding their work situation. One successful approach reported by respondents involved regular, private check-ins to offer support and address any changes in the employee’s condition or requirements.

To further enhance this communication, actively listen and respond with empathy and understanding. Managers might consider using phrases like “How can we best support you during this time?” or “What adjustments can we make to help you manage better?” Such questions not only convey care but also empower the employee to voice their needs. Documenting these discussions can also be beneficial, with the employee’s consent, to keep track of any agreed-upon adjustments or support measures. This ensures that any commitments made are followed through on and provides a reference point for future conversations.

The impact of open and sensitive communication cannot be overstated. It fosters trust and demonstrates that the organization values its employees beyond their work contributions. Conversely, we found a lack of such communication can lead to feelings of isolation or neglect on the employee’s part, potentially exacerbating their stress and negatively impacting their mental and emotional well-being. Furthermore, by neglecting this vital communication, managers risk creating an environment of misinformation and speculation among other team members. This can lead to a decrease in team morale and an increase in workplace anxiety, as colleagues may be unsure of how to act or what to expect.

2. Make necessary adjustments to work arrangements.

Tailoring work arrangements to fit the medical and personal needs of an employee facing a terminal illness is not just beneficial; it’s crucial. This process goes beyond simple schedule adjustments, encompassing a thoughtful restructuring of work responsibilities and environments to align with the employee’s current capabilities and circumstances. This may include options like remote work, modified work hours, or periods of extended leave. Managers should recognize the positive impact these adjustments can have on an employee’s morale and dignity and take a proactive, individualized approach.

A crucial first step is a comprehensive evaluation of the employee’s current role and responsibilities. This assessment should identify tasks that can be managed remotely, if necessary, and highlight opportunities for task redistribution among team members. Clear communication channels are vital to ensure that the employee remains integrated and supported, thus fostering a sense of connection and inclusivity. Exploring flexible work models, such as part-time roles or job-sharing arrangements, can also provide much-needed adaptability. These options not only support the employee in maintaining a balance between their work and health needs but also help in preserving team productivity and project continuity.

The broader impact of these tailored adjustments is significant. They demonstrate the organization’s commitment to its values and nurture a culture of compassion and resilience. This approach not only bolsters the morale and loyalty of the entire team but also enhances the organization’s image as an empathetic and employee-focused employer. Neglecting to make these crucial adjustments can have negative consequences. The affected employee might be pushed beyond their limits, which can lead to burnout or an accelerated decline in their health. Moreover, a perceived lack of support can erode team morale and commitment, potentially destabilizing the team dynamic and the organization’s standing. Therefore, it’s imperative for managers to recognize the importance of flexible, compassionate work arrangements in navigating the challenges presented by an employee’s terminal illness.

3. Educate and prepare the team.

Educating and preparing the team is critical when navigating the complexities that arise when an employee faces a terminal illness. With the affected employee’s consent, it’s important to inform and prepare the team for potential shifts in work dynamics. Encouraging a culture of support and understanding within the team is vital. Some interviewees highlighted the effectiveness of training sessions to educate colleagues about empathy and how to offer practical support. Further, managers can organize workshops or discussions led by professionals in health care or counseling to provide the team with the tools they need to offer appropriate support. Such conversations could cover topics like how to communicate sensitively, recognize signs of emotional distress, or understand the stages of grief. Creating a safe space where team members can ask questions and express their concerns is also beneficial.

Providing resources like articles, books, or access to online courses about empathy and emotional intelligence can also empower team members to handle sensitive situations more effectively. Managers might also consider setting up regular team meetings to discuss any concerns, allowing team members to voice their thoughts and feelings about the changes occurring within their work environment.

The positive impacts of educating and preparing the team are multifold. We found that it fosters a supportive and cohesive team environment and ensures that everyone is equipped to handle the situation with the required sensitivity and understanding. It can also prevent feelings of confusion or uncertainty about how to interact with the affected employee, thereby maintaining a positive and productive work atmosphere. On the flip side, failing to adequately prepare the team can lead to misunderstandings, discomfort, and a breakdown in team communication. It can also place undue emotional strain on team members who may feel unprepared or unsupported in dealing with the situation. This can lead to decreased morale and productivity and may even affect the overall workplace culture.

4. Plan for business continuity.

While supporting an employee through a terminal illness, it’s imperative for managers to simultaneously prepare for any necessary changes in business operations. They must engage in thoughtful succession planning and ensure that other team members are adequately cross-trained. This strategy is not just about maintaining business stability; it’s also about reducing additional stress on the team, as noted by several respondents. Start by identifying key roles and responsibilities that might be affected, and develop a clear plan to address any gaps. This might involve redistributing certain tasks temporarily or hiring temporary workers to fill in. When cross-training team members, focus on creating a flexible and versatile workforce capable of adapting to changing needs, without overburdening any single employee.

Communicate these plans clearly and transparently with the team to ensure that they understand the reasons behind the changes and how they contribute to the overall continuity of business operations. Involve them in the planning process where possible; their insights and suggestions can be invaluable and can also make them feel valued and included.

The impact of effective business continuity planning goes beyond ensuring that work gets done. It demonstrates to the team that the organization is resilient, proactive, and capable of handling challenges without succumbing to panic or disarray. It also reassures clients or stakeholders that the company is stable and reliable, even in times of internal change. Conversely, a lack of planning for business continuity can lead to a chaotic work environment, increased stress levels among employees, and the potential loss of business or reputation. It can strain resources and relationships within the team, leading to burnout and dissatisfaction.

5. Support the team emotionally.

Addressing the emotional impact when a team member is terminally ill is critical for maintaining a supportive workplace. Managers should provide spaces where team members can openly express their feelings and concerns. Effective approaches include scheduling regular team meetings or individual check-ins to ensure that everyone’s emotional well-being is a priority.

Creating an environment of open communication is key. Managers might consider phrases like “It’s perfectly normal to feel a range of emotions about what’s happening” or “Your feelings are valid, and it’s OK to share them here” to encourage openness and validate team members’ feelings. Encouraging peer support through buddy systems or support networks can further strengthen team bonds. For example, managers could suggest, “If you’re comfortable, sharing how you’re feeling with a colleague might help” or “We’re all here for each other; don’t hesitate to reach out if you need to talk.” In these interactions, it’s crucial for managers to listen actively and empathetically, validating team members’ feelings and reinforcing that experiencing a range of emotions is normal. Phrases like “I’m here to listen, and your feelings are important” or “Thank you for sharing that with me; I can see how that’s affecting you” can be powerful in showing empathy and understanding.

Managers should also guide team members in accessing professional mental health support, offering phrases like “It might be helpful to speak with someone who can provide professional support” or “I can help you find the right resources if you’re interested.”

When team members are provided with emotional support, they feel that their needs are recognized and valued, which builds trust and cohesion. This support is crucial for maintaining productivity and focus, as team members are less likely to be distracted or overwhelmed by unaddressed emotions. Conversely, neglecting the emotional well-being of the team can lead to a negative atmosphere, decreased morale, increased stress, and potential conflicts, possibly resulting in long-term issues like burnout or high turnover rates.

6. Responding to the day of passing.

Addressing the team upon an employee’s passing is a critical aspect of managing the impact of a terminal illness in the workplace. It requires immediate and sensitive action from managers. The initial step should involve acknowledging the loss with sincerity and respect and ensuring that the team is informed in a manner that honors the employee’s memory and the team’s emotional state. Managers should be physically present and accessible, offering a shoulder to lean on and an ear to listen, to make it clear that the team is not alone during this challenging time.

Creating a space for the expression of grief is crucial. Managers might organize a respectful tribute, such as a moment of silence, or facilitate a gathering where colleagues can share memories, offer support, and navigate their collective grief together. Creating rituals or memorials, such as a memory board or a dedicated time to share reflections and celebrate the life of the colleague, can also be a meaningful way to address collective grief and help team members process their emotions. This not only honors the deceased but also fosters a sense of community and mutual support among team members. Additionally, providing access to grief counseling and other supportive resources is essential. Managers should ensure that the team is aware of the availability of these services and understands how to access them, and offer guidance and support in utilizing such resources, if needed.

In managing this delicate situation, it’s paramount for managers to balance respect for the wishes and privacy of the deceased employee’s family along with the emotional needs of the team. This thoughtful approach to the day of passing can help in healing the team’s collective heart, maintaining the dignity of the lost colleague, and ensuring that the workplace remains a supportive environment for all.

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Managing an employee’s terminal illness transcends routine workplace challenges, demanding a blend of empathy, adaptability, and strategic planning. The holistic strategies we’ve discussed — emphasizing open communication, flexible arrangements, team education, business continuity, and emotional support — highlight the need for a compassionate yet practical approach. This approach not only caters to the individual’s dignity and needs but also ensures a supportive, resilient team environment. Such sensitive management not only addresses immediate challenges but also shapes an organization’s culture, thus reflecting its core values and enduring commitment to its people.