Irene was the type of employee every manager dreamed of. Hardworking and dedicated, she excelled in her role as lead project manager. Her conscientious nature meant tasks were done on time and that every detail was accounted for. Her knack for spotting and navigating nuance was invaluable in the organization’s matrixed environment. Many even joked that Irene was the “heartbeat” of the team – the one who everyone turned to for compassion, care, and moral support.
But at times, Irene’s deep thinking and feeling nature got the better of her. Last-minute changes sent her into a tailspin and compromised her productivity. Irene shied away from confrontation and sometimes avoided giving necessary feedback to other colleagues, which blocked the team’s results.
Irene is among the one in five people who is highly sensitive. High sensitivity, also referred to as sensory processing sensitivity, is a trait that’s been researched for more than 30 years. It relates to having a more reactive nervous system, attuning to subtleties in the environment, and processing information more deeply.
Studies have shown that high sensitivity is linked to genetic differences in how the brain processes neurochemicals like serotonin, dopamine, norepinephrine. 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.
In a business world dominated by automation, digitalization, and increasing incivility, the need for highly sensitive people has never been greater. In one survey, those who test highest for sensitivity are not only the most stressed, but they are also the best rated by managers. This highlights the fact that highly sensitive people — when managed correctly — can be among your workplace’s greatest assets.
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. 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.
See sensitivity as a strength, not a shortcoming.
Neurodiversity (i.e. different mental processing styles such as high sensitivity) leads to better results. But too often, HSPs are seen as weak and categorized as fragile, overly emotional employees who need a lot of hand-holding. This outdated perspective ignores the unique strengths that HSPs bring to the workplace, such as creativity, problem-solving, and empathy.
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. Rather than viewing sensitivity as a weakness, consider the strengths your sensitive employees bring to the table and how they could be applied. For example:
- 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.
- 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 listen to multiple perspectives and find common ground, which can be invaluable during conflict resolution.
Prioritize clarity.
Highly sensitive people are wired to look for danger. 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. But it can cause excess stress and overthinking in the face of ambiguity.
It’s no secret that today’s leaders need to know how to operate in unprecedented uncertainty and flux. HSPs thrive when they have structure and clarity, which allows them to focus on their work and perform at their best. 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. This could include:
- Drafting a “me manual” — a guide to working with you as a leader, which includes preferences and expectations around communication, work style, and more
- Creating a RACI chart, outlining who on the team is Responsible, Accountable, Consulted, and Informed on certain projects or decisions
- Setting aside a one-on-one meeting each month to discuss professional development
Don’t put them on the spot.
Thinking before acting is a hallmark of high sensitivity. This can be a valuable asset in many situations, as it allows HSPs to consider different perspectives and potential outcomes before taking action.
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 could involve:
- Sending agendas and thought-starters in advance of meetings
- Allowing for asynchronous responses in writing
- Providing a heads up when important decisions are coming down the pike so they can adjust and acclimate
Likewise, coach your sensitive employees to cope with challenges. Perhaps you rehearse difficult conversations so they feel prepared, or chat through how they might handle roadblocks so that they feel more in control.
Provide refuge from overstimulation.
If the average person’s brain takes in 100 pieces of information, the sensitive person’s brain takes in 1,000. It’s no wonder then why many HSPs experience overstimulation — difficulty concentrating, irritability, restlessness, fatigue, headaches, and more. If sensory overload sets in, an HSP may shut down or retreat altogether, which can have major consequences for your team and projects.
No one can work at an unsustainable pace, but the need for decompression is even more urgent for HSPs. Here are a few ways I’ve seen leaders and workplaces provide refuge:
- Designate a “no meeting day” once a week and/or define “do not disturb” times
- Allow for an audio-only option during certain meetings
- Encourage sensory accommodations — like noise-canceling headphones and adjustable lighting — as well as periodic screen breaks
Finally, rely on your HSP employee’s insights. HSPs’ heightened awareness allows them to spot burnout and disengagement. For example, an HSP may notice when a colleague seems more withdrawn or may pick up on changes in the tone or energy of team meetings. Don’t dismiss their concerns — validate and take action before it’s too late.
By recognizing and valuing the contributions of highly sensitive team members, managers can create a more inclusive and supportive workplace culture that benefits everyone.