Between 13 and 17 March 2020, employee engagement survey experts, Impulse, reported that 61 per cent of employees feel anxious, distracted or stressed as a result of the disruption that the coronavirus pandemic has caused. 

The main reason for their stress, according to the research, was job security.

Of the negative and positive emotions that employees could choose from, only 7 per cent selected ‘focused’ and 14 per cent ‘committed’ as top emotions.  In previous surveys undertaken by Impulse ‘committed’ had represented 21 per cent of all emotions, thus showing up a 7 per cent decrease since the coronavirus pandemic. 

Furthermore, previously ‘anxious’ and ‘stressed’ both represented 5 per cent and ‘distracted’ less than 1 per cent – but these emotions have become dominant with ‘anxious’ being 28 per cent, ‘distracted’ 22 per cent and ‘stressed’ 11 per cent.

The employees surveyed said that coronavirus has had an impact on company priorities - with 51 per cent saying it’s had a major impact; 32 per cent saying a minor impact and 9 per cent not knowing what the impact was.  In addition, 74 per cent of respondents said that events had been cancelled; 67 per cent had face-to-face meetings reduced and 56 per cent had been required to work from home.

Matt Stephens - CEO of Inpulse - said:

“We have never seen these levels of anxiety and stress in ‘normal’ times. It is unprecedented and shows the impact COVID-19 has had on employees’ wellbeing. We typically see high levels of commitment and enthusiasm around employee jobs and their organisations. Sadly, people are now consumed by the uncertainty surrounding the pandemic – and it’s massively impacting their work. This is a catastrophic shift in the emotional landscape of the workplace and it’s only happened in a matter of days. Through the survey, they’ve told us they are anxious about job security. One said, enlighteningly, that they are stressed about having to choose between being committed to their work or being safe. On top of this some are consumed by their concerns, media updates and Government announcements. Others are concerned by poor communications from their employer. It’s now possible for employers to pulse check employees’ emotional wellbeing so they track, measure and help any that are feeling emotional distress through these difficult days. Now is the time for businesses to act and show that they care, which they seem to be doing – we’ve been inundated by requests to understand this.” 

Leaders have suddenly had to manage remote teams of staff as a result of the pandemic and in addition, they are anxious and overwhelmed themselves whilst being expected to motivate workers who are feeling exactly the same.

Experts from around Europe share their thoughts. 

Katleen De Stobbeleir - professor of leadership at Vlerick Business School in Belgium - said:

“My top tip for leaders today would be to learn from how nurses and doctors deal with emergency situations, with unpredictable outcomes, and especially how they alleviate fear and anxiety.  Fear and anxiety can drive people to become self-focused, paralysing them so that they are prevented from continuing to work productively.”

She added:

“It’s not necessarily about being a reassuring voice or about asking questions that probe into the feelings of followers, since this may actually feed the anxiety. It’s about giving clear directions and next steps so that people have focus and something to hold on to.” 

Tessa Melkonian - professor of organisational behaviour and management at Emlyon Business School in France - stated:

“Being an example has always been a major feature of leadership, but now, in a period of utmost uncertainty, people need – more than ever – to find an example in their managers and leaders.” 

She went on to say that being an example in this crisis means being able to adopt new work behaviours and boost morale amid the turmoil – adding:

“When they do this, managers and leaders not only offer a direction for their team members to follow, they also increase their change self-efficacy – their perceived ability to adopt new behaviors and to maintain them over time. When they see their leader adopting new behaviours, they may conclude that it may be in their best interests to act likewise.”