Elevating Check-ins for Stronger Teams and Meaningful Support
According to a study by the Federation of Community Social Services, 70% of direct care workers expressed that stress was the biggest factor that impacted them in the workplace4. This raises and important question, how can we better support our team members who face the emotional and mental toll of working with vulnerable populations?
As a leader in the Community Social Services sector, regular check-ins are essential—not just for performance, but for well-being and preventing burnout. Research shows that employees who engage in regular check-ins are more likely to feel supported and motivated. For example, Gallup’s State of the Global Workplace report reveals that employees with consistent check-ins are 3.5 times more likely to feel engaged at work 1. Let’s look at some strategies on how we can structure check-ins into our workplace culture to improve service provider well-being and create vibrant and healthy organizations.
How to make your Check-ins More Effective
Reflect on a time when you left a check-in feeling recharged and clear-headed. What made it effective? Was it the right questions, a supportive space, or a sense of direction? Now, recall a time when you walked away feeling discouraged or confused. What was missing in that conversation? Here are five ways to enhance your check-in with your staff:
- Structure Check-ins to be Adaptive and Timely
Instead of adhering strictly to a rigid schedule, allow flexibility. After a particularly stressful incident or challenging client interaction, consider an informal but intentional check-in. This responsive approach validates emotions in the moment and can prevent burnout before it escalates.
- Lead with Curiosity, not a Script
Transform check-ins from a mere performance review into a genuine conversation. Rather than diving straight into tasks, ask open-ended questions like, “What’s been energizing you lately?” or “Where do you feel most supported?” Such questions encourage meaningful dialogue and self-reflection, allowing your team to share both their challenges and strengths.
- Frame Feedback as Growth-Oriented Conversations
Rather than providing criticism, reframe feedback as a collaborative journey toward improvement. For example, replace “You didn’t meet the deadline” with “What would help you manage these deadlines more sustainably?” This approach can foster trust and empowers employees to see feedback as an opportunity for growth 2.
- Use a Coaching Mindset
Rather than providing quick solutions, guide your employees through thoughtful problem-solving. Ask questions like, “What’s the biggest challenge you’re facing right now?” or “What’s one small step that could help?” This not only empowers employees but also builds a sense of ownership over their own growth and well-being 3.
- Anchor Check-ins with Actionable Steps
End each check-in with clear, achievable actions. Whether it involves adjusting workloads, providing additional resources, or scheduling a follow-up, both parties should leave the meeting with a sense of direction. Without clear action items, even the most heartfelt check-ins can fall short of their potential impact.
Here are some questions you can include in your check-ins and how they can be useful. As you read through them, consider which ones might be effective for your own check-in conversations. 3
| Check-In Question | Purpose | How to Use It |
| What’s on your mind today? | Opens the conversation and invites honesty | This could be a good way to begin your check-in and give staff a change to express their most important concerns. Allow person to share without judgement. |
| And what else can you share? | Promotes deeper reflection | This could be used as a follow up question that could lead to deeper insights |
| What do you think the real challenge here is for you? | Pinpoints the core issue rather the symptoms | Can be asked after the initial discussion to focus on the heart of the matter |
| What do you want to see happen? | Shifts the focus from problems to desired outcomes | This can be used as part of a goal setting process. Workers can express their ideal outcome and both parties can collaborate in this process |
| How can I help? | Establishes support without assuming the answer | Invite worker to express their needs and request specific support |
| If you’re saying yes to this, what are you saying no to? | Encourages mindful decision making by considering trade-offs | Can be used when commitments are being made to ensure they reflect true priorities |
| What was most useful for you today? | Ends the conversation with reflection and reinforcement | Can be used when wrapping up your session by asking staff to reflect on key takeaways. |
Check-ins in social services are not merely administrative tasks—they’re opportunities to provide critical emotional support and build resilient teams. By adopting a flexible, curious, and coaching-oriented approach, you can create a safe space where workers feel valued and heard. Whether you’re addressing immediate stress after a crisis or planning long-term professional development, integrating these best practices into your check-ins can enhance your team’s well-being and engagement.
References
- Gallup. (2021). State of the Global Workplace: Employee Engagement Insights for 2021. Gallup, Inc.
- Scott, K. (2017). Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity. St. Martin’s Press.
- Bungay Stanier, M. (2016). The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever. Box of Crayons Press.
- Federation of Community Social Services of BC. Social Services Labour Market Research Project. 2020.