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<v Speaker 1>Helping leaders motivate their people to a higher level of

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<v Speaker 1>performance through strong human relations, team building and golachieving. This

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<v Speaker 1>is the seven Minute Leadership Podcast with your host Paul

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<v Speaker 1>Fello Aledo.

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<v Speaker 2>Hello everyone, and welcome to the seven Minute Leadership Podcast.

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<v Speaker 2>It's episode two eighty seven. One of the biggest challenges

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<v Speaker 2>for any leader, especially in industries like healthcare, retail, in

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<v Speaker 2>food services, dealing with employees calling off. It disrupts operations,

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<v Speaker 2>increases workload on others, and can lead to burnout. But

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<v Speaker 2>instead of just seeing call offs as a frustration, strong

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<v Speaker 2>leaders dig into why they happen and what can be

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<v Speaker 2>done to support employees while reducing unnecessary absences. And there

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<v Speaker 2>are legitimate reasons for calling off illness, family emergencies, and

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<v Speaker 2>unforeseen circumstances, but there are also preventable reasons like burnout,

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<v Speaker 2>low morale, or feeling unappreciated. If your employees don't feel

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<v Speaker 2>connected to the organization, they're more likely to call off

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<v Speaker 2>for reasons beyond true emergencies. So what can leaders do? First?

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<v Speaker 2>Identify patterns, track when and why employees are calling off.

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<v Speaker 2>Is it always on weekends, is it a particular shift

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<v Speaker 2>or season, Recognizing trends helps you get ahead of problems

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<v Speaker 2>before they escalate, and next, improve workplace morale. Employees who

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<v Speaker 2>feel valued and engaged in their work are less likely

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<v Speaker 2>to call off unless it's absolutely necessary. Regular recognition, fair treatment,

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<v Speaker 2>and a strong sense of purpose makes a huge difference.

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<v Speaker 2>And then address burnout. If your team is constantly running

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<v Speaker 2>short or overworked, call offs will increase. Look at scheduling,

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<v Speaker 2>encourage time off before burnout sets in, and check in

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<v Speaker 2>with employees on their workload, and then encourage open communications.

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<v Speaker 2>Employees should feel comfortable discussing their challenges without fear of retaliation.

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<v Speaker 2>When people can openly talk about stress and personal issues

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<v Speaker 2>or job frustrations, they may be less likely to use

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<v Speaker 2>a sick day as an escape. And implement a fair

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<v Speaker 2>and clear policy. Make sure call off policies are understood,

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<v Speaker 2>fair and consistently enforced. Avoid overly punitive measures that create resentment,

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<v Speaker 2>but also ensure accountability so the team doesn't suffer, and

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<v Speaker 2>offer incentives for reliability. Consider attendance bonuses, shift swaps, or

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<v Speaker 2>additional time off benefits for employees with strong attendance. Rewarding

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<v Speaker 2>reliability instead of just punishing call offs can shift workplace culture.

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<v Speaker 2>And last, lead by example. If leadership constantly calls off,

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<v Speaker 2>shifts responsibilities unfairly, or fosters a toxic work environment, employees

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<v Speaker 2>will follow suit model the behavior that you want to see.

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<v Speaker 2>The goal isn't to eliminate call offs entirely. That's unrealistic,

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<v Speaker 2>but by addressing the root causes and supporting your team,

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<v Speaker 2>you'll see fewer unnecessary absences, a stronger team culture, and

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<v Speaker 2>a more engaged workforce. The bottom line is we need

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<v Speaker 2>our employees. Call Offs hurt organizations, especially those that don't

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<v Speaker 2>have depth in their roster. Leadership must prioritize culture and

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<v Speaker 2>support employees if they want to turn this issue around.

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<v Speaker 2>This has been the seven Minute Leadership Podcast, and I

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<v Speaker 2>thank you for listening.

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<v Speaker 1>For more, Paul Fell of Alito Podcasts, visit paulfellowalito dot

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<v Speaker 1>com