Home care organisation provides team leaders with more scope and guidance

A home care organisation noticed that team leaders were increasingly getting caught between management and frontline operations.

They had to absorb new requests and organisational changes while ensuring daily care continued uninterrupted. Consequently, signs of employee overload were not always identified in time, and the pressure on team leaders themselves continued to rise.

The situation

The organisation did not want to add an extra layer of policy, but rather provide team leaders with practical guidance for situations where pressure mounted.

• team leaders felt responsible for both management and operational delivery;
• signs of overload were frequently identified too late;
• boundaries and responsibilities were not always clear;
• team leaders took on a lot themselves to absorb problems;
• absenteeism among team leaders was increasing.

The approach

Together with the team leaders, Centrum voor Stressmanagement mapped out where the greatest strain occurred and in which situations they experienced a lack of guidance.

Clarity regarding roles and boundaries

Practical frameworks were established outlining what team leaders could resolve themselves, where they could set boundaries, and when an issue needed to be discussed or escalated.

Earlier detection

Team leaders received more guidance to recognize early signs of overload in both employees and themselves.

Regular brief evaluations

Every four weeks, the practical effectiveness of the agreements was reviewed. Regional managers were given a clear supportive role, and a broader evaluation took place after three months.

What changed?

The new agreements gave team leaders greater clarity about what was expected of them and where their responsibilities ended.

• all team leaders began working with clear frameworks and boundaries;
• signs of overload were detected earlier;
• team leaders experienced greater peace of mind and direction;
• fewer issues were automatically absorbed or taken over;
• teams experienced greater clarity and protection;
• absenteeism among team leaders decreased.

Why this approach worked

The solution did not lie in adding more responsibilities or extra procedures. Team leaders primarily needed clear boundaries and support in making choices.

Because the agreements were straightforward and regularly discussed, they could easily be applied even during busy periods.

“I now know what I need to protect – and that feels like breathing space.”

Home care team leader · anonymised

What other organisations can learn from this

• clear frameworks help managers set better boundaries;
• team leaders can protect employees more effectively when they themselves feel sufficiently supported;
• simple agreements work better when they are discussed regularly;
• early detection also begins with paying attention to the workload of managers themselves.

Recognisable within your organisation?

When team leaders are constantly absorbing problems, struggling to set boundaries, and signs of overload are identified increasingly late, establishing clarity around roles and responsibilities can be a crucial first step.

Centrum voor Stressmanagement supports organisations and managers in identifying work pressure earlier and creating workable agreements that protect both teams and leaders.