4 tips on managing a highly sensitive employee

1. View sensitivity as a strength

A highly sensitive person (HSP) is often very valuable in the workplace, Wilding writes, but HSPs can be viewed as weak, fragile, or overly emotional and requiring a lot of handholding.

Managers need to recognize that sensitivity "is a natural variation in personality and not a flaw," Wilding writes. Instead of viewing sensitivity as a weakness, managers should consider the advantages HSPs bring to the workplace.

For example, HSPs are good at spotting patterns, picking up on subtle cues, and reading between the lines, meaning they're adept at spotting opportunities or risks others might miss, Wilding writes. HSPs can also be good at persuading, influencing, or negotiating, as they're well-attuned to others' emotions and needs and listen to multiple perspectives in an effort to find common ground.

2. Prioritize clarity

HSPs thrive when they have structure and clarity, allowing them to focus on their work, Wilding writes. To help these employees, it's important to provide clarity about their role, goals, and what's expected of them.

This could include drafting a "me manual" that serves as a guide to working with you as a manager, including preferences around communication, work style, and more. This could also include drafting an RACI chart, which outlines who on the team is Responsible, Accountable, Consulted, and Informed on certain projects.

Wilding also recommends setting aside one-on-one meetings each month with highly sensitive employees to discuss professional development.

3. Don't put them on the spot

HSPs will perform better if they are given the chance to deliberate on and create responses rather than being put on the spot.

As a manager, Wildling recommends sending an agenda or "thought-starters" ahead of meetings, allowing for asynchronous responses in writing, and providing HSPs with a heads up when important decisions are incoming so they can adjust.

Managers can also coach HSPs on how to cope with challenges, including rehearsing difficult conversations so the employee feels prepared, or discussing how the employee might handle obstacles so they feel more in control.

4. Provide refuge from overstimulation

HSPs' brains take in significantly more information than the average person, which can lead to overstimulation, causing difficulties concentrating, irritability, restlessness, fatigue, headaches, and more, Wilding writes.

In an effort to accommodate overstimulated employees, Wilding recommends managers designate a "no meeting day" once a week or define specific "do not disturb times." Wilding also recommends allowing an audio-only option during some meetings and encouraging sensory accommodations, like noise-cancelling headphones and adjustable lighting, as well as periodic screen breaks.

HSP employees' insights can be invaluable to managers, as their heightened awareness can help them spot burnout and disengagement, which is why managers should rely on the insights their HSP employees provide, Wilding writes.

"By recognizing and valuing the contributions of highly sensitive team members, managers can create a more inclusive and supportive workplace culture that benefits everyone," Wilding writes. (Wilding, Harvard Business Review, 4/13)

Tools to navigate specific leadership challenges 

Leaders play an outsized role in creating inclusive cultures for their organizations and teams. But what does it mean to lead inclusively? The foundations of inclusive leadership are foundations of good leadership: purpose, self-awareness, humility, curiosity, and collaboration. These core leadership competencies foster an environment where team members feel seen, safe, respected, and, ultimately, a sense of belonging. These tools will help you navigate specific leadership challenges using an inclusive model.