Caring for your finance team’s well-being is a cornerstone of building trust and engagement, especially in an environment where deadlines and regulatory demands are constant. In this unit, you’ll learn how to check in thoughtfully after intense work periods like quarter-end closes or audits, notice and respond to changes in behavior, and support team members through personal events. These skills are essential for finance managers, as high-pressure cycles and life events can directly impact accuracy, timeliness, and morale.

One actionable approach is to schedule a dedicated “well-being check-in” during your first 1:1 after a major deadline. This ensures you don’t overlook the personal impact of high-stress periods and gives your team members space to share how they’re doing.

After demanding periods such as month-end closes, year-end reporting, or external audits, it’s important to acknowledge the specific effort your team has put in and check on their well-being. For example, saying "You put in a lot of late nights to get the financial statements finalized for the audit—how are you holding up?" shows you recognize both their hard work and their humanity. Avoid generic check-ins such as "Hope you’re okay after last week," which can feel impersonal. Instead, focus on the individual and their experience to foster a sense of care and appreciation.

In finance, you may notice a team member is quieter, less engaged in reconciliation meetings, or slower to respond to urgent requests. Rather than ignoring these signs, use your 1:1s to gently check in. A thoughtful approach might sound like "I’ve noticed you’ve been a bit quieter in our budget review meetings lately. Is there anything on your mind, or anything I can support you with?" This opens the door for honest conversation while respecting their privacy. Avoid making assumptions or sounding dramatic, such as "You seem really off—what’s wrong?" Instead, focus on what you’ve observed and offer support.

When a team member returns from a personal event—such as bereavement, illness, or a family emergency—acknowledge it with care and professionalism. A supportive message could be "Welcome back. I can only imagine how tough the past few weeks have been. Please let me know if you need any flexibility as you transition back into the monthly close process." This balances empathy with respect for their boundaries, allowing them to share at their own pace.

Here’s a sample dialogue that demonstrates these skills in a finance context:

• Jessica: Hi Ryan, I wanted to check in with you. I noticed you’ve been a bit quieter in our team meetings since the quarter close. How are you feeling?
• Ryan: Thanks for asking, Jessica. Honestly, I’ve been pretty drained after the last few weeks. The late nights reconciling accounts really caught up with me.
• Jessica: I can imagine. You really went above and beyond to get everything done for the audit. Is there anything I can do to help you recharge, or anything you’d like to talk about?
• Ryan: I think just having a bit of flexibility with deadlines this week would help. I appreciate you noticing.
• Jessica: Absolutely, let’s make sure you have some breathing room. And if you need to talk or need anything else, just let me know.

In this exchange, Jessica demonstrates genuine care by noticing a change in Ryan’s behavior, checking in with empathy, and offering support without prying. She acknowledges his effort and provides flexibility, reinforcing trust and psychological safety.

By mastering these check-in moments as a finance manager, you’ll show your team that their well-being truly matters, building a culture of trust and resilience. In the upcoming role-play session, you’ll have the chance to practice these approaches and see how they can transform your 1:1 conversations.