Simple Practises, Real Results: The Power of Checking In at Work
How everyday conversations create cultures where people thrive
Why “Checking In” Matters More Than You Think
Every workplace talks a good game about supporting wellbeing and engagement, but how many put it into day-to-day behaviour? Too often, support happens through occasional conversations or a policy hidden in a handbook. It’s very different to embed these values in how we show up for each other, every day.
Recently, in a conversation with Mel Jones, something as straightforward as a “check in” stood out to me. Mel described a school where the whole community – from senior leadership to students – pauses several times a week for intentional conversations. It’s simple. It’s human. And it’s remarkably effective at building connection, trust, and the awareness needed for people to perform well.
Leadership Isn’t Just Task Management
Honestly, many managers feel their job is to hit targets, keep the output flowing, and solve problems as they pop up. But that approach means we often miss what’s really happening with our teams. When people aren’t given the right space to talk about how they’re arriving at work – what’s on their minds, what might help them to do their best – we risk treating colleagues “like parts of a machine”, to quote Mel, instead of individuals with real needs.
That’s not just bad for morale. Left unchecked, it leads to people disengaging, issues bubbling up into full-blown crises, and teams never performing as well as they could. My point is simple: if you really want high challenge and high support in your culture, it starts with noticing – making time to see and respond to what your people need right now.
Simple Doesn’t Mean Superficial
These check ins aren’t time-consuming or complicated. They can happen as part of meetings, via a quick text, or with the first five minutes of every conversation set aside to ask, “How are you showing up today?” What matters most is what happens next. Mel described how, in settings that get this right, leaders use what they learn to adjust their own behaviour, support those who need a bit more on that day, and help everyone feel seen. This feedback loop is what makes the difference between a box-ticking exercise and genuine support.
A quick traffic light system – amber, red, green – can be a simple way to signal who needs what that day. But it’s not about labels. It’s about data-rich awareness, not guesswork or snap judgments. When everyone in the team knows how others are doing, the entire organisation can adapt – with more empathy and fewer missteps.
Protecting Boundaries and Prioritising Relationships
Let’s have some realism. Leaders aren’t there to be emotionally available every minute, and no one expects constant openness. The skill is in building authentic relationships: knowing when you need space yourself, being honest about your own limits, and making time to check in as a routine not a rescue mission. This approach is about consistency and intention, not perfection.
It’s also about letting people check in their own way. Some prefer a call, others a text. The principle is respectful, regular connection – not forced sharing. And above all, putting time aside for this work, rather than “fitting it in if there’s time”, is crucial. I always recommend literally blocking out space in your calendar for check ins and conversations.
From Conversation to Culture
Too often, we think these practises are all about wellbeing. In reality, they touch every part of high-performing workplaces: decision making, creativity, relationships, trust, and making things happen together. When we take time for human conversations, we unlock more of the potential within our teams – step by step and day by day.
If you want your workplace to be resilient in a world of ongoing change, don’t centre your conversations on technology. Focus instead on people’s futures, on co-creating clarity, and on building the skills for honest, constructive conversations. This is where thriving cultures – and high performing teams – are built.
Ready to explore how you can make these conversations part of your organisation’s culture? Get in touch and let’s talk about what’s possible.
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