Kane Carlile,
Team Supervisor &
Liverpool Office People Champion
“In my role as a Team Supervisor, it isn’t to go around putting out fires for people… but instead to challenge them in their role and ultimately help them develop and grow as an individual, both within work and outside of it.”
Supporting and constructively challenging team members is a delicate balance, especially when they’re feeling overwhelmed by their workload. One practical and reflective tool I’ve found particularly helpful in these situations is the What’s Working Grid (WWG).
Recently, I worked with a caseworker who was regularly expressing stress each morning upon being allocated a particular type of work. Without fully reviewing the tasks, they would quickly reach out via email, expressing concern about their ability to complete everything. While their anxiety was valid, I saw an opportunity to shift the conversation from a reactive stance to a more reflective and proactive one.
To better understand their thought process and to redirect focus toward possible solutions, I introduced the WWG. I asked the caseworker to complete the grid and bring it to our next touchpoint. The goal was twofold: to surface what was actually working amidst the stress, and to give both of us a clearer, more structured view of the challenges at hand.
During our review, the WWG proved invaluable. It helped reframe the issue—moving the focus away from the negative spiral of stress and toward identifying practical, positive steps the caseworker could take right away. This process not only de-escalated the situation but also empowered the caseworker by reinforcing their capacity to manage the workload rather than feeling paralyzed by it.
Moreover, the WWG gave me a clear window into their thought process, allowing us to explore the problem collaboratively. We were able to map out all the available options and resources rather than defaulting to a request for task reallocation. This opened a space for coaching and problem-solving, enabling the team member to grow in confidence and capability.
In summary, the WWG became more than just a reflective tool, it served as a bridge between support and challenge. It allowed me to affirm the team member’s experience while also guiding them toward greater ownership of their work. This approach fostered both empathy and accountability, enhancing not only their performance but also our working relationship.
“We found it a useful tool to put the problem into perspective and explore positive steps the caseworker could take to begin with before letting the stress and negativity surrounding the work overwhelm them.”