{"id":5248,"date":"2026-01-07T20:14:22","date_gmt":"2026-01-07T12:14:22","guid":{"rendered":"https:\/\/moresourcing.com\/your-people-are-not-all-right\/"},"modified":"2026-01-07T20:14:22","modified_gmt":"2026-01-07T12:14:22","slug":"your-people-are-not-all-right","status":"publish","type":"post","link":"https:\/\/moresourcing.com\/ja\/your-people-are-not-all-right\/","title":{"rendered":"Your People Are Not All Right"},"content":{"rendered":"<p><\/p>\n<div>\n<div class=\"article-left-col\">\n<section class=\"article-topics\">\n<h4 class=\"article-topics__title\">\u30c8\u30d4\u30c3\u30af\u30b9<\/h4>\n<\/section>\n<section class=\"article-section\">\n<h4 class=\"article-section__title\">\u30b3\u30e9\u30e0<\/h4>\n<p>\n            \u73fe\u4ee3\u306e\u4f01\u696d\u3084\u7d4c\u55b6\u8005\u304c\u76f4\u9762\u3059\u308b\u91cd\u8981\u306a\u554f\u984c\u306b\u3064\u3044\u3066\u3001\u5c02\u9580\u5bb6\u3067\u3042\u308b\u30b3\u30e9\u30e0\u30cb\u30b9\u30c8\u304c\u610f\u898b\u3084\u5206\u6790\u3092\u63d0\u4f9b\u3057\u3066\u3044\u307e\u3059\u3002        <\/p>\n<p>        <a href=\"https:\/\/sloanreview.mit.edu\/series\/column\/\" class=\"article-section__link\"><\/p>\n<p>           \u3053\u306e\u30b7\u30ea\u30fc\u30ba\u3092\u3082\u3063\u3068\u898b\u308b<br \/>\n                      <\/a><\/p>\n<\/section><\/div>\n<aside class=\"article-ad ad-300  ad-300x250 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside>\n<figure class=\"article-inline\">\n<img fetchpriority=\"high\" decoding=\"async\" width=\"1290\" height=\"860\" alt=\"\" class=\"wp-image-124756\" srcset=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/01\/Your-People-Are-Not-All-Right.jpg 1290w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Swift_OK-1290x860-1-300x200.jpg 300w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Swift_OK-1290x860-1-150x100.jpg 150w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Swift_OK-1290x860-1-768x512.jpg 768w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Swift_OK-1290x860-1-764x509.jpg 764w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Swift_OK-1290x860-1-382x255.jpg 382w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Swift_OK-1290x860-1-870x580.jpg 870w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Swift_OK-1290x860-1-435x290.jpg 435w\" data-lazy-sizes=\"(max-width: 1290px) 100vw, 1290px\" src=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/01\/Your-People-Are-Not-All-Right.jpg\"\/><img fetchpriority=\"high\" decoding=\"async\" width=\"1290\" height=\"860\" src=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/01\/Your-People-Are-Not-All-Right.jpg\" alt=\"\" class=\"wp-image-124756\" srcset=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2026\/01\/Your-People-Are-Not-All-Right.jpg 1290w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Swift_OK-1290x860-1-300x200.jpg 300w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Swift_OK-1290x860-1-150x100.jpg 150w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Swift_OK-1290x860-1-768x512.jpg 768w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Swift_OK-1290x860-1-764x509.jpg 764w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Swift_OK-1290x860-1-382x255.jpg 382w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Swift_OK-1290x860-1-870x580.jpg 870w, https:\/\/sloanreview.mit.edu\/wp-content\/uploads\/2025\/12\/Swift_OK-1290x860-1-435x290.jpg 435w\" sizes=\"(max-width: 1290px) 100vw, 1290px\"\/><figcaption>\n<p class=\"attribution\">Alice Mollon<\/p>\n<\/figcaption><\/figure>\n<div class=\"article-summary\"><strong class=\"article-summary__strong\">\u6982\u8981 <\/strong><\/p>\n<p>The world is throwing a large amount of uncertainty at most people right now, and it\u2019s affecting workplace mental health. A state of \u201cnot OK\u201d may be widespread on teams \u2014 a tough challenge for leaders to address. But there are strategies that can help, including learning to recognize important cues, decluttering work and schedules where possible, and investigating outbreaks of unhappiness. Learn five steps to better care for your team \u2014 and yourself.<\/p>\n<\/div>\n<p><span class=\"smr-leadin\">\u201cPeople are not OK,\u201d<\/span> professor and author Bren\u00e9 Brown <a href=\"https:\/\/fortune.com\/videos\/watch\/bren%C3%A9-brown%3A-%22people-are-not-okay%22\/96d81550-2c24-499b-8bde-45809cb7d178\" target=\"_blank\" rel=\"noopener noreferrer\">told an audience in October<\/a>.<\/p>\n<p>She\u2019s right.<\/p>\n<p>The mood she points to \u2014 \u201cemotionally dysregulated, distrustful, and disconnected\u201d \u2014 is visible everywhere you look. We\u2019re seeing <a href=\"https:\/\/people.com\/matt-sauerhoff-yells-at-neighbor-after-being-asked-to-leash-dog-11686485\" target=\"_blank\" rel=\"noopener noreferrer\">public CEO meltdowns<\/a>, as well as pervasive well-being challenges on a worldwide workforce scale. In one stunning study, fully 73% of employees surveyed said that <a href=\"https:\/\/cdn.intelligencebank.com\/us\/share\/d23K\/AE0L1\/J9ZKJ\/original\/2025-State-of-Workforce-Mental-Health-report\" target=\"_blank\" rel=\"noopener noreferrer\">mental health struggles had had a negative impact<\/a> on their job performance \u2014 a 42% increase from the year before.  <\/p>\n<p>People are not OK. In our day-to-day lives, we all see the struggle affecting our coworkers, our leaders, our teams \u2026 but also our families, our friends, and, let\u2019s face it, ourselves. Brown pointed to an array of causes for this pervasive lack of well-being \u2014 everything from political turmoil to scary \u201cAI is coming for your job\u201d rhetoric \u2014 that has put us in the dangerous territory of grappling with more uncertainty than we can handle. She astutely advised leaders to create \u201cthinking space\u201d even as events move at high speed, and to apply systems thinking to understand how and why things seem to keep spiraling. <\/p>\n<p>It\u2019s great advice. Let\u2019s build on it. <\/p>\n<p>The challenge of people not being OK (yourself very much included) may be one of the toughest things you grapple with as a leader. There are no canned solutions, and even somewhat helpful best available options, like employee assistance plans, can seem woefully inadequate in the face of worsening crises. <\/p>\n<p>I\u2019ve researched and worked on this topic extensively, and I\u2019ve personally been challenged, in terms of myself, my team, my coworkers, my leaders, and my clients. I can\u2019t offer a silver bullet, but these five strategies will help you make progress.<\/p>\n<h4>1. Recognize all the ways that \u2018not OK\u2019 shows up.<\/h4>\n<p>When I speak to audiences about creating healthy and effective workforces, I get one question almost every time: \u201cI want to help people who are not OK. But how can I <em>tell<\/em> that someone is not OK? It\u2019s not always obvious.\u201d<\/p>\n<p>It\u2019s a fabulous question. Much like an antelope in the wild might conceal physical pain and keep walking to avoid being targeted by a lion, humans conceal weakness at work \u2014 to avoid being placed on a list for layoffs and other bad outcomes. A million cultural guardrails, like taboos on crying at work, hold us firmly in place, and we learn to conceal our feelings from a very young age. I\u2019ve long held the theory that the Disney song \u201cLet It Go\u201d was such a massive hit because young kids already feel pressure to hide their emotions \u2014 and so the idea of getting a break from doing so is intuitively appealing. <\/p>\n<p>Leaders, then, must be alert for a wide array of cues that someone might not be OK, including fairly hidden and surprising ones. Here\u2019s a starter list I\u2019ve developed over the years to help leaders identify people who are not OK as early as possible:<\/p>\n<ul>\n<li>Keep an eye out for an array of emotions: sadness and frustration, yes, but also anger, confusion, or even a flat affect (where the person shows no emotion at all).<\/li>\n<li>Look for both <em>more<\/em> action (more outreach to you and others, more outbursts in meetings, more unhappy emails) and <em>less<\/em> action (uncommunicative behavior, shorter\/terse communication, not showing up for meetings).<\/li>\n<li>When something goes wrong at work (a missed deadline, an angry client, team friction), keep an eye out for anyone who behaved or reacted in an uncharacteristic fashion. For example, if Bob has a bombastic style and a team member gets irritated with him, Bob is probably OK \u2014 that\u2019s par for the course with Bob, and they\u2019re both probably OK. If Sally is generally interpersonally adept and a team member gets irritated with her, perhaps Sally or that team member is not OK.<\/li>\n<li>Stay humble about how much you don\u2019t know about coworkers\u2019 personal lives, and don\u2019t make assumptions based on your limited information. We all grapple with challenges outside of work. The same matter \u2014 a serious illness, for instance \u2014 may affect individuals very differently depending on their situation and psychology. So as you add up personal and professional challenges for different people, the math may work differently.<\/li>\n<li>If people say they\u2019re not OK, for Pete\u2019s sake, take them at their word. Same deal if someone flags a struggling coworker to you. No one is doing this lightly.<\/li>\n<\/ul>\n<div class=\"callout-highlight\">\n<aside class=\"l-content-wrap\">\n<article>\n<h4>When \u2018Not OK\u2019 Crosses the Line<\/h4>\n<p>One unfortunate consequence of a business world in which many people are not OK: We are seeing more cases where someone is not OK to the extent that they risk genuine harm (generally mental, but sometimes physical) to themselves and\/or the people around them. I\u2019m shocked at how frequently I\u2019ve seen or heard about these cases during the past few years.<\/p>\n<div class=\"callout-toggle\">\n<p>What can leaders do? Sometimes it means that the person needs to go on leave, but it may mean that the person loses their job entirely \u2014 the most difficult outcome. Here are a few things I would recommend for dealing with a severe situation.<\/p>\n<p><strong>1. Take off your blinders to immediately clock when things are deeply not normal.<\/strong> Our cultural programming often prevents us from realizing that someone is in serious trouble at work. Pay attention even to vague statements from your team, like \u201cLarry has been acting so weird.\u201d Elicit the actual behaviors people are seeing. Don\u2019t assume that people\u2019s behavior will always stay within accepted norms. Sometimes it doesn\u2019t.<\/p>\n<p><strong>2. Link arms with legal and HR in real time.<\/strong> Your range of options is both enabled by and constrained by what your legal and HR organizations consider appropriate. Partnering with both teams <em>early, synchronously, and transparently<\/em> is your best shot at making progress without continually being stopped or redirected. <\/p>\n<p><strong>3. Understand that the pace you need may be faster than your organization is comfortable moving.<\/strong> Situations in which someone is seriously not OK often challenge policies and procedures built for the normal course of business. For example, if someone is behaving strangely in client meetings, you may want to block them from receiving virtual invitations \u2014 but the legal, HR, and IT approvals to actually do so may take far longer than the few hours you have until the next client meeting. Be ready to call in help assertively and quickly.  <\/p>\n<p><strong>4. Protect yourself like you\u2019d protect someone else.<\/strong> In trying to ensure the safety of your team and your organization, you may end up the target of someone whose well-being is so compromised that they lash out at you (often self-protectively: \u201cI\u2019m fine \u2014 my boss is the problem!\u201d). Defend yourself just as you would a team member, via documentation and evidence of organizational support offered, such as counseling.\n<\/p>\n<\/div>\n<\/article>\n<\/aside>\n<\/div>\n<h4>2. Help the struggling individual in a counterintuitive order: Mitigate impacts before you search for a cause.<\/h4>\n<p>When someone is not OK \u2014 or a whole group of folks are not OK \u2014 our brains may reach first for an explanation. We figure that if we know what\u2019s causing the issue, we can come up with a solution. It\u2019s absolutely natural to think this way, but it\u2019s not the most helpful way to proceed.<\/p>\n<p>Instead, focus on the impacts resulting from the person not being OK, starting with the impact on them. If someone were choking, you would give them the Heimlich maneuver first and discuss the food item later.<\/p>\n<div class=\"callout-pullquote callout-pullquote--no-quote\" data-aos-duration=\"900\" data-aos-anchor-placement=\"bottom-bottom\" data-aos-easing=\"ease-out-back\" data-aos=\"fade-new-left\">\n<p class=\"callout-pullquote__quote\">\n\t\t\t\t\tOften, just taking seemingly small things off someone\u2019s plate can truly help.\n\t\t\t\t\t<\/p>\n<\/div>\n<p>So begin compassionately: Emphasize their safety. It\u2019s possible to make a person in crisis spiral further if they believe that harm will result (like being placed on indefinite leave) as a result of your addressing the crisis. Ask them what they believe they need, and take that as <em>some<\/em> of the answer. (They may need other things that are hard for them to think of while in a crisis state.) Often, just taking seemingly small things off someone\u2019s plate can truly help. <\/p>\n<p>Be creative about what help looks like, too. People can benefit from an array of strategies: everything from simple one-on-one vent sessions all the way up to a complex reengineering of their project load (which we\u2019ll talk about more in Tip 3). <\/p>\n<p>Make sure you are aware of and ready to deploy the mental and physical health resources of your organization, but don\u2019t practice without a license. You can suggest and refer, but you can\u2019t diagnose someone. Uptake of these resources will also vary wildly depending on an individual\u2019s personal beliefs and, sadly, lingering taboos around addressing mental health.<\/p>\n<aside class=\"article-ad ad-300  ad-300x600 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside>\n<h4>3. Look in on teammates\u2019 well-being.<\/h4>\n<p>After you\u2019ve begun the above work (which may take some cycles), it\u2019s time to quickly determine who else has been affected and how. Be prepared to find more not-OK people during this step.  <\/p>\n<p>In highly interdependent workplaces, where much of the work depends on others, overwhelm spreads virally. As people grapple with mental health challenges, others may feel a gap in the support they need to get their work done \u2014 and may end up in a bad place themselves.  <\/p>\n<p>Leaders should focus on making sure workloads are evenly distributed, looking for folks who are overloaded, and getting folks out of the \u201cblast radius\u201d of not-OK people who project negative energy onto the team members around them or even engage in behaviors like bullying.<\/p>\n<h4>4. Declutter for calm and safety.<\/h4>\n<p>When people are not OK, remedying the situation often takes time and space \u2014 two things most contemporary workplaces distinctly lack. Organizational \u201cclutter\u201d is a factor causing people not to be OK <em>\u305d\u3057\u3066<\/em> a factor constricting leaders\u2019 efforts to help those people. With too many simultaneous initiatives, heavy technological change, and increasing numbers of direct reports, leaders often struggle to carve out space to address an employee, or employees, in crisis. Similarly, it\u2019s hard for a leader to calm the space around that employee such that they can begin to recover. <\/p>\n<p>But as a leader, you have several levers available to you to help \u201cdeclutter\u201d the situation:<\/p>\n<p><strong>Declutter people\u2019s time (including your own).<\/strong> Having a team member in crisis can be a scary wake-up call that reveals that a calendar full of back-to-back meetings is unsustainable. A good starting point: Pull yourself, the person in crisis, and, if necessary, their teammates out of nonessential meetings. What makes a meeting not essential is one of the great questions of 21st-century work, but there are some easy hallmarks. Look for meetings where one person is typically just broadcasting a message rather than engaging in dialogue; non-attendees can instead review a transcript, notes, or a recording afterward. For meetings with a very large number of participants, non-attendees can review the notes shared afterward. Meetings centered only on status updates (which should be emails, anyway) can usually be safely skipped.<\/p>\n<p>Once you\u2019ve freed up some time, make sure it\u2019s reused in only two ways: space for thought, rest, and strategy; and very small group meetings to actively solve problems.<\/p>\n<div class=\"callout-pullquote callout-pullquote--no-quote callout-pullquote--long\" data-aos-duration=\"900\" data-aos-anchor-placement=\"bottom-bottom\" data-aos-easing=\"ease-out-back\" data-aos=\"fade-up\">\n<p class=\"callout-pullquote__quote\">\n\t\t\t\t\tOrganizational \u201cclutter\u201d is a factor causing people not to be OK <em>\u305d\u3057\u3066<\/em> a factor constricting leaders\u2019 efforts to help those people.\n\t\t\t\t\t<\/p>\n<\/div>\n<p><strong>Declutter people\u2019s work (including your own).<\/strong> Similar to the calendar exercise you just did, this can be a fairly brute-force job. This time, though, you\u2019ll want to truly focus on the person (or people) in crisis: What are they being asked to do that does not have a lot of true meaning or impact? Even if they are not OK for reasons completely unrelated to overwork, paring down and focusing their tasks frees up their cognitive energy to sort out other issues. A more focused workload always helps. This may be a moment of \u201cleader as umbrella,\u201d where you have to keep the rain off \u2014 vocally pushing back on stakeholders to prevent them from assigning work to an employee in crisis.  <\/p>\n<p><strong>Declutter your rhetoric.<\/strong> Good leaders communicate about an array of challenges relatively transparently. This is, in general, a positive behavior for teams, building understanding and involvement. But we\u2019ve all seen the bad version, too: A business enters a complex and tough time, leaders come at their teams with a host of actions that all need to happen ASAP, people become not OK and don\u2019t perform as expected, leaders continue to berate them about the million things they\u2019re <em>not<\/em> doing \u2026 and the cycle spirals downward.<\/p>\n<p>When people are not OK, leaders need to more tightly curate both the volume and intensity of communications. What can come off of your talk track? Pick a few noncritical issues and consciously <em>do not<\/em> communicate about them. Again, you\u2019re freeing cognitive space for people who need it quite badly.<\/p>\n<h4>5. Observing a \u2018not OK\u2019 outbreak? Play detective.<\/h4>\n<p>In Tip 2, we talked about starting by helping the struggling person rather than trying to figure out the (often complex) web of causes.<\/p>\n<p>That holds true until you have a <em>lot<\/em> of people who are not OK. <\/p>\n<p>The logic flips at this point. When one person is not OK, it\u2019s probably 30 things making them so. When 30 people are not OK, it\u2019s probably one big thing and then some side issues. For example, large pockets of unwellness often layer back to <a href=\"https:\/\/research-repository.griffith.edu.au\/server\/api\/core\/bitstreams\/b111f866-9414-58cd-849f-029543882a71\/content\" target=\"_blank\" rel=\"noopener noreferrer\">a leader who is a bully<\/a>. (The well-being of people who merely observe bullying can even be negatively impacted.) Fractured job design or improperly constructed incentives can also help drive groups of employees into crisis: Coming back to Brown\u2019s original themes, if you feel underpaid or your effort seems futile in a workplace that makes escalating demands of you, you may well end up not OK. <\/p>\n<p>So when you see a group of not-OK folks: Mitigate, but then please investigate.<\/p>\n<h3>A Final, Critical Note: You\u2019re Not Immune<\/h3>\n<p>Leaders, take care of yourselves. While researching my upcoming book about <a href=\"https:\/\/www.anthromeinsight.com\/books\" target=\"_blank\" rel=\"noopener noreferrer\">effectiveness at work<\/a>, I spoke to Dr. Rebecca Parker, a nationally prominent physician specializing in emergency medicine. Parker noted that in roles like hers, one absorbs a ton of negative emotion \u2014 and it\u2019s vital for you to find someone to go talk to. <\/p>\n<p>This message hit home for me, beyond her specific (excellent) advice. You can\u2019t endlessly serve as a shock absorber for people in crisis; everything you\u2019ve absorbed needs somewhere to go. <\/p>\n<p>When people are not OK, you risk ending up that way yourself. So please apply the same grace, and give yourself the same space. For example, allow yourself to choose what you do more selectively, and watch out for bullying behavior. <\/p>\n<p>\u201cNot OK\u201d is the current norm. It shouldn\u2019t be. Care for yourself, care for others \u2014 and let\u2019s figure out how to make what we can control better.<\/p>\n<aside class=\"article-ad ad-300  ad-300x250 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside>\n<div class=\"article-left-col--footer\">\n<section class=\"article-topics\">\n<h4 class=\"article-topics__title\">\u30c8\u30d4\u30c3\u30af\u30b9<\/h4>\n<\/section>\n<section class=\"article-section\">\n<h4 class=\"article-section__title\">\u30b3\u30e9\u30e0<\/h4>\n<p>\n            \u73fe\u4ee3\u306e\u4f01\u696d\u3084\u7d4c\u55b6\u8005\u304c\u76f4\u9762\u3059\u308b\u91cd\u8981\u306a\u554f\u984c\u306b\u3064\u3044\u3066\u3001\u5c02\u9580\u5bb6\u3067\u3042\u308b\u30b3\u30e9\u30e0\u30cb\u30b9\u30c8\u304c\u610f\u898b\u3084\u5206\u6790\u3092\u63d0\u4f9b\u3057\u3066\u3044\u307e\u3059\u3002        <\/p>\n<p>        <a href=\"https:\/\/sloanreview.mit.edu\/series\/column\/\" class=\"article-section__link\"><\/p>\n<p>           \u3053\u306e\u30b7\u30ea\u30fc\u30ba\u3092\u3082\u3063\u3068\u898b\u308b<br \/>\n                      <\/a><\/p>\n<\/section><\/div>\n<div class=\"article-authors\" id=\"article-authors\">\n<h4 class=\"article-authors__title\">\u8457\u8005\u306b\u3064\u3044\u3066<\/h4>\n<div class=\"article-authors__bio\">\n<p><a href=\"https:\/\/www.linkedin.com\/in\/swiftmelissa\/\" target=\"_blank\">Melissa Swift<\/a>\u00a0is the founder and CEO of organizational consulting firm Anthrome Insight. She is also the author of\u202f<cite>Work Here Now: Think Like a Human and Build a Powerhouse Workplace<\/cite>\u202f(Wiley, 2023) and the forthcoming <cite>Effective: How to do Great Work in a Fast-Changing World<\/cite> (Wiley, 2026).<\/p>\n<\/div><\/div>\n<\/div>\n<p>#People<\/p>","protected":false},"excerpt":{"rendered":"<p>Topics Column Our expert columnists offer opinion and analysis on important issues facing modern businesses and managers. More in this series Alice Mollon Summary: The world is throwing a large amount of uncertainty at most people right now, and it\u2019s affecting workplace mental health. A state of \u201cnot OK\u201d may be widespread on teams \u2014 a tough challenge for leaders to address. But there are strategies that can help, including learning to recognize important cues, decluttering work and schedules where possible, and investigating outbreaks of unhappiness. Learn five steps to better care for your team \u2014 and yourself. \u201cPeople are not OK,\u201d professor and author Bren\u00e9 Brown told an audience [&hellip;]<\/p>","protected":false},"author":1,"featured_media":5249,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[9],"tags":[],"class_list":["post-5248","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v25.7.1 (Yoast SEO v25.8) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Your People Are Not All Right - MORE SOURCING LTD<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/moresourcing.com\/ja\/your-people-are-not-all-right\/\" \/>\n<meta property=\"og:locale\" content=\"ja_JP\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Your People Are Not All Right\" \/>\n<meta property=\"og:description\" content=\"Topics Column Our expert columnists offer opinion and analysis on important issues facing modern businesses and managers. More in this series Alice Mollon Summary: The world is throwing a large amount of uncertainty at most people right now, and it\u2019s affecting workplace mental health. A state of \u201cnot OK\u201d may be widespread on teams \u2014 a tough challenge for leaders to address. But there are strategies that can help, including learning to recognize important cues, decluttering work and schedules where possible, and investigating outbreaks of unhappiness. 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