Whether you’re a brand-new manager or have been managing people for decades, you’ve likely experienced the past 12 months as one challenge after another, pummeling workplaces around the globe. The COVID-19 pandemic, economic uncertainty, business closures, massive layoffs, widespread civil unrest, unprecedented political upheaval—these developments hit fast and furiously, and managers were the ones who had to navigate the workplace fallout. This article is the first in a series that explores those challenges, how new and longtime managers tackled them, and what they learned along the way.

Diverse and inclusive workplaces can be both difficult to find and hard to create. But if you care about making your own workplace truly inclusive, you have the ability to affect real change—as an ally. An ally is someone who is not a member of an underrepresented group but who takes action to support that group.  It’s up to people who hold positions of privilege to be active allies to those with less access and to take responsibility for making changes that will help others be successful. Active allies utilize their credibility to create a more inclusive workplace where everyone can thrive, and find ways to make their privilege work for others.

Much of what goes into being a good leader is unwritten –it’s in the actions that are exhibited day in and day out, and is not simply due to a job title. The following ten suggestions are aimed specifically at managing employee fear and anxiety related to COVID-19, but the principles behind the tips will work in nearly any scenario. Good managers get the best out of their employees by supporting them well, especially during times of disruption.

The EEOC recently released proposed regulations about wellness programs. Key takeaways include a program safe harbor and when only de minimum benefits can be provided. Additionally, the guidance provides insights into the EEOC’s thinking on how wellness programs should be structured, which is valuable for any employer sponsoring or considering a wellness program.

It’s frustrating when a member of your team has mentally checked out. In some cases, this person does only the bare minimum. In other cases, they fail to meet important deadlines, or they drop the ball on critical projects. How can you determine what’s going on? What can you do to address the issue when it’s a temporary slump? How about when it’s a long-term problem? And what’s the best way to ensure this person’s lack of motivation doesn’t influence or annoy your other team members?