High sensitivity is a trait which has been researched for over 30 years, and is found in 15% to 30% of the population. Managing a highly sensitive person (HSP) involves a learning curve, but is necessary if you want to take advantage of the assets they have to offer your team and company. The author outlines four steps for managers to try: 1) Shift your perspective and recognize that sensitivity is a natural personality change and not a defect. 2) Provide clarity about the scope of their role, objectives, and exactly what is expected of them. 3) Give them a chance to analyze and come up with answers instead of putting them on the spot. 4) Understand that the need for decompression is more urgent for HSPs. By recognizing and valuing the contributions of highly sensitive team members, managers can create a more inclusive and supportive workplace culture that benefits everyone.
Irene is the type of employee every manager dreams of. Hardworking and dedicated, he excelled in his role as lead project manager. His conscientious nature means that tasks are completed on time and that every detail is accounted for. His skill at finding and navigating nuance is essential in the organization’s matrixed environment. Many even joke that Irene is the “heartbeat” of the team – the one everyone turns to for compassion, care, and moral support.
But sometimes, Irene’s deep thinking and feeling for nature attracted her. Last minute changes sent him into a tailspin and compromised his productivity. Irene avoids confrontation and sometimes avoids giving necessary feedback to other colleagues, which hinders the team’s results.
Irene is one of the five highly sensitive people. High sensitivity, also called sensory processing sensitivity, is a trait which has been researched for over 30 years. This has to do with having a more reactive nervous system, attuning to the subtleties of the environment, and processing information more deeply.
Studies show that high sensitivity is linked to genetic differences in how the brain processes things like neurochemicals. serotonin, dopamine, norepinephrine. Researchers believe that behavior evolved as a way to stay out of harm’s way, because stopping and observing led to picking up threats and opportunities that others missed.
In a business world dominated by automation, digitalization, and increasing inefficiency, the need for highly sensitive people has never been greater. In one survey, those who test the highest for sensitivity are not only the most stressed, but they are also the best rated by managers. It emphasizes the fact that people are very sensitive — if handled properly — will be one of your workplace’s greatest assets.
But most managers not only lack the knowledge of behavior, but also lack the tools to properly manage, nurture, and retain their sensitive leaders. Management a highly sensitive person (HSP) It involves a learning curve, but here’s how to use what they have to offer your team and company.
See sensitivity as a strength, not a disability.
Neurodiversity (eg different mental processing styles such as high sensitivity) leads to better results. But often, HSPs are seen as weak and categorized as weak, overly emotional employees who need a lot of hand-holding. This outdated view ignores the unique strengths that HSPs bring to the workplace, such as creativity, problem solving, and empathy.
To effectively lead and manage HSPs, managers must shift their perspective and recognize that sensitivity is a natural personality variable and not a defect. Instead of viewing sensitivity as a weakness, think about the strengths your sensitive employees bring to the table and how they can be leveraged. For example:
- HSPs are adept at seeing patterns, reading between the lines, and picking up on subtle cues, making them well-suited to spot opportunities or risks that others miss.
- Because HSPs are attuned to the emotions and needs of others, they can be skilled persuaders, influencers, and negotiators as well as experts in developing teamwork and friendships.
- HSPs listen to multiple viewpoints and look for common ground, which can be valuable when resolving conflict.
Clarity comes first.
Highly sensitive people are wired to seek danger. This vigilance helped in the early days and can be used for identifying risks that threaten the safety and security of the team or business. But this can cause too much stress and overthinking in the face of ambiguity.
It’s no secret that today’s leaders need to know how to navigate unprecedented uncertainty and change. 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 is important to provide clarity about the scope of their role, objectives, and exactly what is expected of them. This may include:
- Drafting a “me manual” – a guide to working with you as a leader, including preferences and expectations around communication, work style, etc.
- Create a RACI chart, outlining who on the team is Responsible, Accountable, Consulted, and Informed of certain projects or decisions
- Set aside a one-on-one meeting each month to discuss professional development
Don’t put them in place.
Thinking before acting is a sign 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 from your sensitive employees when they have the opportunity to discuss and create responses against being put on the spot. This may include:
- Send agendas and think-start meetings in advance
- Allow for asynchronous write responses
- Give a heads up when important decisions come up the pike so they can adjust and acclimate
Likewise, teach your sensitive employees to cope with challenges. Maybe you rehearse difficult conversations so they feel prepared, or talk about how they can handle roadblocks so they feel more in control.
Provide refuge from overstimulation.
If the brain of an average person takes in 100 pieces of information, the brain of a sensitive person takes in 1,000. It’s no wonder why many HSPs experience overstimulation — difficulty concentrating, irritability, restlessness, fatigue, headaches, etc. When sensory overload sets in, an HSP can shut down or withdraw completely, which can have major consequences for your team and projects.
No one can work at an unsustainable pace, but the need for decompression is more urgent for HSPs. Here are some ways I’ve seen leaders and workplaces provide refuge:
- Designate a “no-day meeting” once a week and/or set “do not disturb” times
- Allow an audio-only option during some meetings
- Encourage sensory accommodation – such as noise-cancelling headphones and adjustable lighting — as well as every screen pause
Finally, trust your employee’s HSP insights. The heightened awareness of HSPs allows them to be found combustion and separation. For example, an HSP may notice when a coworker seems more withdrawn or may pick up on changes in tone or energy in team meetings. Don’t dismiss their concerns — valid and acted upon before it is 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.
