MENTAL HEALTH & WELLBEING
Normalise open dialogue This builds on the previous tip. Organisations that value open and honest communication enable grieving employees to feel seen, heard and supported. The Society of Human Resource Management supports the view that business schools can embed these dialogue skills into case studies, class discussions and simulations. Adapt responsibilities thoughtfully Traditional organisational structures can overlook the need for flexibility during grieving periods. Business schools can teach adaptive work models, encouraging flexibility in workloads, deadlines and expectations. Flexible policies that allow for grief’s non-linear and unpredictable nature can reduce employee burnout and improve overall wellbeing. Acknowledge the diverse and cultural dimensions of grief Cultural context shapes grieving practices and leaders who lack cultural awareness risk alienating those they intend to support. In collectivist cultures (eg many East Asian and South Asian societies), grieving is often a communal process involving extended family, whereas in more individualistic cultures (eg US and Canada) grief is a more private matter. In his book Complicated Grief , Paul Rosenblatt highlights the importance of culturally informed policies that honour diversity in grieving experiences. We can – and must – teach future leaders to respect diverse expressions of loss and grief, replacing avoidance with compassion and authenticity, while embracing human fragility. As Nelson Mandela reminds us, empathy and respect can be learned. Culturally informed policies and inclusive cultures reflect leadership that honours the full spectrum of the human experience.
PRACTICAL STRATEGIES TO EQUIP FUTURE LEADERS WITH GRIEF LITERACY
How can business schools bridge the gap between recognising the value of grief literacy and embedding it into everyday leadership practices? Here are five approaches to consider
Be inclusive Psychological safety and, by extension, trust and engagement, require leaders to be genuinely present without imposing expectations on how others should grieve. Instead of relying on polished phrases, offering a simple, authentic presence such as “I’m here if you want to talk” can be crucial in addressing the isolation of unspoken grief. The University of Essex Business School’s Ilaria Boncori explains that disenfranchised grief occurs when losses, such as miscarriage or perinatal loss, cannot be openly acknowledged, publicly mourned, or socially supported. These often-silenced experiences, she argues, highlight the need for compassionate leadership that normalises conversations about grief and makes space for physical and emotional recovery. In response, Boncori advocates for inclusive bereavement policies that provide resources for recovery and cultivate a culture of dignity, empathy and understanding in organisations.
Be specific Research shows that grieving individuals benefit most from concrete, practical offers of support rather than vague statements that shift the burden of decision-making onto them. For example, instead of saying, “Let me know if you need anything”, leaders should propose clear, actionable help, such as “I can handle Monday’s meeting for you”. At the same time, it is crucial to avoid a “one size fits all” approach. Chair of the Department of Leadership and People Management at University Canada West Michele Vincenti puts it this way: “I do not really know the situation of my team members as well as they do, so I encourage them to share their needs with me, in their own time and on their own terms.” This approach models humility and openness, giving faculty the space and safety to navigate their grief without added pressure. It is an adaptable and human-centred way to build trust and mutual respect in the organisation.
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Business Impact • ISSUE 1 • 2025
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