"Help, my GenZ team member is so sensitive?"

7 ways to manage overly sensitive employees

Oct 29, 2024

Goood morning team,

I’m writing you today from a beautiful country manor with a group of wonderful business owners, doing a twice yearly workation where we all get our heads together to grow and share experiences

Today’s question came from an Instagram sticker: "Help, my GenZ team member is so sensitive?"

Managing a sensitive team member is a delicate balance. We have all experienced a tricky moment when we wonder if feedback might be taken the wrong way. But we also know we can’t let that get in our way of leading properly.

So let’s look at a few practical ways we can help sensitive employees thrive, while keeping accountability and growth front and centre.

1. Show the intention

From my experience, employees - especially those who are more sensitive (but honestly, this applies to all of us) - respond way better to feedback when they know it’s coming from a place of real support. If our team members see that we genuinely care about their growth, they’re usually way more open to feedback, even when it’s tough to hear.

Consistency is key here, showing up the same way every day reassures the team that they’re dealing with someone steady. For sensitive employees, knowing what to expect from us can mean they feel more comfortable receiving feedback without the added anxiety of unpredictability.

2. Setting clear expectations

Some people really do feel things more intensely. I’ve found that setting clear expectations early on can be especially helpful here. When everyone’s clear on what’s expected, it removes the guesswork that often fuels anxiety and helps our sensitive team members focus on the task rather than worrying about ambiguous expectations.

How We Set Expectations
- Define Success Clearly: Right from the start, we’re clear about what good performance looks like, whether it’s a project deadline or the quality of work expected.
- Regular Check-Ins: Regular check-ins can help us all stay on the same page. They give sensitive employees the structure and opportunity to ask questions, helping them feel secure in their progress.

3. Be the model for emotional resilience

Our team takes its cues from us. I’ve learned that when we model resilience – staying calm under pressure, dealing with setbacks with a level head – it encourages our team members to do the same.

This doesn’t mean pretending everything’s fine when it’s not, but instead handling emotions in a way that’s productive and focused on solutions.

4. Balance compassion & accountability

Balancing empathy and accountability is a bit of an art. It’s easy to shy away from giving constructive feedback to sensitive employees, but in the long run, it does them (and the team) no favours. We have to ensure that sensitivity isn’t a reason to avoid hard conversations – everyone deserves the opportunity to grow and develop.

Something that helps here is to encourage self-reflection, such as, “What do you feel you could do differently next time?” This not only softens the delivery but also helps them take ownership of their development.

5. Encourage emotional resilience

At times, we all need to build our emotional resilience – it’s a part of growth. Sensitive employees may need a bit more support here, but they also have to take steps on their own. When sensitivity starts affecting work, helping them build resilience can be incredibly empowering.

Provide resources - Suggesting workshops, articles, or books on resilience signals that we’re here to support, but it’s also up to them to work on it.

6. Make feedback routine

When feedback is sporadic, it can feel like it’s coming out of nowhere, and sensitive employees may be caught off guard. By making feedback a regular, constructive part of the routine, we can help them see it as a normal aspect of their development rather than something to brace for.

Be specific and clear - Vague feedback can create anxiety. Rather than general comments, we find it’s far more helpful to give specific guidance: “It would be great if you could take charge of the research for this project,” rather than “I need you to be more proactive.”

Acknowledge wins - Sensitive employees appreciate knowing their efforts are seen. A quick “I can see the progress you’ve made on this” builds confidence and shows that feedback isn’t all about what needs improving.

7. Remember: Sensitivity isn’t a reason to avoid tough conversations

We’re all accountable for our own development, and helping our team members realise that is part of what we do. Feedback is how we grow, and sensitivity shouldn’t be an excuse for any of us - managers or employees - to shy away from it.

Sensitivity doesn’t mean feedback can’t be given. I found it useful to set an expectation early on that feedback will be regular and constructive, so it’s not seen as something negative when it does arive.

After a feedback session, I might suggest they take a few moments to jot down their thoughts and questions. This helps them process it on their own terms and encourages ownership.

What would you add?

How do you manage employees that feel overly sensitive?