Category Archives: Tips

WARM-First Aid for Mental Health

First Aid for Mental Health Problems – W.A.R.M.

WARM-First Aid for Mental HealthSo you think someone you know maybe experiencing a mental health problem? Then the big question is ‘so what do I do? How do I respond now?

There’s no perfect thing that will always ‘work’ 100% of the time, because people are people, and we are all different, but there are definitely some clear principles, that are considered best practice when responding to someone who might be becoming unwell.

We’ve put together an acronym to help you remember the steps. And it’s called WARM.

It’s a reminder that as you do each of the actions in these steps, you are dealing with a person, a human, being, so be warm and friendly in your approach. Remember to use good body language and non-verbal communication that shows you really care. (If you are a manager, we encourage you to look into running a Workplace Mental Health Masterclass for Leaders in your workplace to make sure your team has the necessary skills. In the meantime, you might want to check the blog ‘How to Ask ‘R U OK?’)

Lets have a look at the WARM steps:

W stands for Watch – look for the signs and symptoms. Be observant.
It doesn’t mean that you have to be going about your day, nervously staring at everyone and looking for signs and symptoms. If you do that, you will start to think everyone has them! But it does mean to just be aware. If you see some things, and start to be concerned, don’t ignore it.

A stands for ASK – Approach the person directly. Ask them. This is the simplest, and best way to respond. By going directly to the person it avoids getting in a situation where you are talking about the person or making decisions about the person without having all the information and without them being involved. By going directly to the person, it can also help to minimise any fear or paranoia they may have bout office gossip.

So how do you ask then? (We deal with these topics more in detail in the Mental Health Essentials course)

Questions – It’s a good idea to plan your approach alittle bit. What sort of things do you think you should consider before asking the person? Some questions people are asking that are having good results are ‘Are you ok?’, ‘I’ve noticed that you haven’t been yourself lately, is everything ok?’ or ‘Are we ok?’

It’s important that you find a question you are comfortable with and that is sensitive to the other person’s style.

Location – Where is the best place to raise this? In the middle of an open plan office it’s usually not a good idea. Ideally you would look for a quiet, private spot somewhere, where you wont be interrupted. You want to he person to feel comfortable to talk, if there is something going on. It’s a good idea to keep it informal as well, so if at all possible. It’s also a good idea to avoid taking the person to a formal meeting room or office. In fact, maybe you can bring it up outside the office, going for a walk or over a tea of coffee? Just a word of caution: make sure the environment is safe for the both of you. If you are a person of the opposite sex, could you get someone else to have the conversation? Would that be more appropriate and safer for you? These are things to think about.

Physical Safety – You should also think about physical safety as well. If there is a chance that the person may want to hurt themselves, you, or others, perhaps it is a good idea to be somewhere where you can either escape easily or you can get other people’s attention,should you need to.

Psychological Safety – It’s good to remember that you are human too and have your own issues, needs and wants. While it’s important we take care of others, it’s also important that we remain strong and resilient ourselves. That’s why so many workplaces are doing resilience training these days. We need to take steps to self care at all times and make sure we stay healthy. If you are applying these principles at work and you are in charge of a team, then it would be good to ensure your team is prepared for anything that comes its way. Our Resilience At Work course is designed to help workplaces stay strong.

Timing – Another thing to think about is timing. If at work, and you are the managers, it is probably not a good idea to raise this matter last thing on a Friday afternoon, or at the end of their shift. You don’t know what it could bring up and then they’ll be going home where they may be alone, or in a not so great environment.

You also don’t want to bring it up right before any important work, for example, before they’re about to go into a meeting or give a presentation.

We usually recommend, that if you are able to choose your timing, then before lunchtime tends to be a good idea. That means that after this conversation the person can have a bit of a break before they go back to work.

The conversation might not be a big in depth one, but we want to be prepared just in case it does bring things up for the person.

R stands for Refer – refer on to professional and other help. Here, it is important not to be too eager to jump in with ‘suggestions’ as to what the person should do. Remember, each person will have their own view of what is going on, and the action you think is best, may not resonate with them at all.

So again, questions are best. You can ask things like ‘have you seen anyone about this, or done anything to get some help with it?’. It is quiet possible that they are already getting some professional help.

Or you can ask them ‘what do you think we could do to get some advice with this?’. Notice the ‘we’ language, helps the person to feel like they are not all on their own with this. You’re in it together.

Or you can ask who or what has been helpful in the past? When the person identifies what they think will be useful, they are much more likely to follow through and actually seek help, than if you told them where to go.

Of course, if they really cant think of anything, then you might like to make a couple of suggestions. Make sure to give a few different options, from a few different filters. For example ‘have you thought about seeing a doctor, or a counselor, or even a life coach?’.

Your aim here is to make sure the person knows what options they have available to them, and if possible has agreed to take some steps to get help.

M stands for Monitor – Finally, the last step is Monitor. Check in with them over the next few days or weeks, and continue supporting them by being available to chat or to help with any practical assistance they may need. If they have said they will get some help, just check in and ask how it went. Keep these check-ins casual, and make sure you also talk with them about other, non mental health related things too. You don’t want all your conversations to be about mental health!

So that’s the WARM response. Easy to remember, and easy to do. As long as you follow those steps, you have gone a long way to assisting someone with a mental health problem.

It doesn’t necessarily mean they WILL get help, or that they WILL get better. But remember they are responsible for what they choose to do. You have done your part to help, and followed the best practice we have for responding to someone who may be experiencing a mental health problem. It also means that this person now knows they are not alone. This is very powerful.

If you are ready to get practical, real skills around this subject, our Mental Health Essentials course does just that over one day. Perfect for workplaces of any sort.

Author: Peter Diaz
Peter-Diaz-author

Peter Diaz is the CEO of Workplace Mental Health Institute. He’s an author and accredited mental health social worker with senior management experience. Having recovered from his own experience of bipolar depression, Peter is passionate about assisting organisations to address workplace mental health issues in a compassionate yet results-focussed way. He’s also a Dad, Husband, Trekkie and Thinker.

Connect with Peter Diaz on:
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How to ask 'RU OK'?

How to Ask ‘R U OK?’

How to ask 'RU OK'?Often people feel a little awkward asking someone if they are OK, when they’re worried about them. One reason could be that they don’t want to interfere, but when it comes to mental health, we must ask, so people can get the help they need. Another reason, and it seems to be very common, is that we may not know what to say.  After all, we want to get it right and not make things worse!

Some Things To Keep In Mind

Use ‘I’ Statements

It’s a good idea to start with an ‘I’ statement. By saying ‘I’ve noticed’, or ‘I’m worried’, you are not making any statements directed towards the person. It is less likely to come across as blame or attack, and the person is less likely to be defensive.

Talk About Something You Know For Sure

Make sure that what you have noticed or the reason you are worried, is something that you have seen directly. You DO NOT want to involve someone else by saying ‘so and so told me that you did x’. That can just make the person feel worse or even become paranoid. If you haven’t seen anything directly yourself, it’s a good idea to make sure you have some opportunities to observe how the person is before you approach them.

Keep It Real

You don’t need to sound like a psychologist. It’s annoying. Keep the language casual. This is not the time for jargon and technical language like ‘I’ve noticed you seem to have decreased appetite and lack motivation lately’. Instead you might say something simple and real like ‘I’ve noticed you haven’t really been eating much and seem a bit flat’.

Get The Person Talking

So once you’ve led in with what you’ve noticed, you can follow it up by a general question to get the person talking. You can start with something like  ‘Are you ok?’, ‘is everything ok?’,  or ‘ is there anything I can do to help?’. Or just let them know that you wanted to see if they wanted to talk.

Don’t Give Up Too Quickly

Of course, they may say ‘no no, everything’s fine’. That’s ok. You could gently ask a few more questions to see if they will open up. Like ‘are you sure?’, because you really haven’t seemed yourself lately’.  But if they continue to say there’s nothing wrong, or they don’t want to talk about it, then that’s ok.

Many times though, the person will tell you a little bit of what is happening for them. And you want to make sure to give them plenty of time to let them talk, before you move on to the next step.

So again, questions are best.  You can ask things like ‘have you seen anyone about this, or done anything to get some help with it?’. It is quiet possible that they are already getting some professional help.

Or you can ask them ‘what do you think we could do to get some advice with this?’. Notice the ‘we’ language, helps the person to feel like they are not all on their own with this. You’re in it together.

Or you can ask ‘who or what has been helpful in the past?’ When the person identifies what they think will be useful, they are much more likely to follow through and actually seek help, than if you told them where to go.

Keep The Door Open

Just let them know that if there ever was anything, or if they did want to talk, that you’re available, or that there are other places they can go too, like a counselling service or a helpline.

Take Care Of Yourself Too

Remember you are human too. Make sure you are safe, both physically and emotionally, and make sure to keep your resilience in check. Many organisations are calling us in to deliver resilience courses to their workforces because they have been proven to build resilience and increase protective factors.

We teach the above mental health communication skills and more in our Mental Health Essentials course. If you’d like to run one in your workplace or community, please contact us at admin@wmhi.com.au

Author: Peter Diaz
Peter-Diaz-author

Peter Diaz is the CEO of Workplace Mental Health Institute. He’s an author and accredited mental health social worker with senior management experience. Having recovered from his own experience of bipolar depression, Peter is passionate about assisting organisations to address workplace mental health issues in a compassionate yet results-focussed way. He’s also a Dad, Husband, Trekkie and Thinker.

Connect with Peter Diaz on:
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Lessons Learned

Focus on the Learning, Not the Lesson

Lessons LearnedA friend from my days as a psychologist in the Army once told me about her role as a counsellor for Army recruits.  Twenty-five years ago recruit training methods were, well, different to what they are today.  Many recruits found the style of their instructors to be intimidating and scary, leading some of them to have second thoughts about their worthiness to be a soldier.  Upon seeking some guidance, recruits would reflect that they weren’t cut out for the role.

Imagine the recruit’s instructor has said to the recruits, “Right you lazy lot, get your useless behinds to the mess hall, make sure you eat ‘cos you’re going to need something to puke up this morning in training, then be back here in 15 minutes, or you’ll be scrubbing the showers with your toothbrushes!”.  The recruit, understandably, explains to my friend that they don’t feel their instructor has much faith in them.  (This ineffective training style has thankfully disappeared from recruit training establishments!)

My friend would ask them to tell her what it was that the instructor had actually asked them to do.

  • “Go eat breakfast, then be back in 15 minutes”, would come the reply.
  • “And what happens if you focus on the other stuff they’ve said?”
  • “I feel horrible, can hardly eat, and just want to go home”.
  • “Does that help you to achieve your training goals?”
  • “No.”
  • “What difference would it make if you were only to focus on the message, but not the delivery?”

The recruit’s face would visibly shift with the new thought, “I’d know what they wanted me to do, but I wouldn’t take all the other stuff to heart”.

Thankfully the majority of us do not experience this degree of ferociousness in the feedback we get at work.  Regardless, the principle is the same – focus on the message, not the delivery.  The delivery does not change the message, only the impact of the message, so if that impact is not helpful try to focus just on the message.  Reframe the message in a way that is positive rather than negative.  Instead of “My boss hates it when I ramble in my emails”, think, “My boss prefers brief emails”.

Those of us who are managers can focus on identifying what an individual needs to learn in order to avoid repeating a mistake. In providing performance management, the error will be a part of the discussion, but not the focus of the discussion – effective work behaviour is the focus.  Some workplaces do not see mistakes as the learning opportunities they present, but in an environment where the employee’s manager is able to coach them through the lessons learned, the result is an employee who is better prepared to apply the new knowledge to their advantage.

When the culture is that of blame the focus is on the mistake, or the lesson – when the organisation has a coaching culture the focus is on the next step, or the learning.

Author: Alison Skate
Alison Skate author

Alison Skate is a Workplace Mental Health Specialist for Workplace Mental Health Institute. She began her career as a psychologist in the Australian Army more than twenty years ago. Alison is a leadership coach and workshop facilitator.

EQ better leader

5 Ways Emotional Intelligence Can Make You a Better Leader

As a business leader, your ability to connect with, collaborate with, and inspire the people on your team is crucial. Something that affects your ability to fulfill these roles is your emotional intelligence, a concept popularized by American psychologist and journalist Daniel Goleman in his book, aptly named, Emotional Intelligence.

Like intellectual intelligence, emotional intelligence can improve over time—which is good news for anyone hoping to lead more effectively in both their professional and personal lives.
What Is Emotional Intelligence?

What Is Emotional Intelligence?

Emotional intelligence, often noted as EQ or EI, is a person’s ability to recognize, understand, manage, and influence their emotions and other people’s emotions. The concept emerged after decades of research suggested that IQ (a measure of a person’s intellectual intelligence) was not always a great predictor of success.

That is, many people with high IQs fail to develop healthy relationships, profitable business ventures, or even general well-being. Likewise, some people who trend lower on the traditional IQ scale enjoy both subjective and objective measures of success in many areas.

This led psychologists to realize that there must be other things also contributing to whether a person succeeds in life. Emotional intelligence, as it turned out, is one of them.

Based on research from Goleman and other psychologists, EQ has a few key components:

Self-awareness: you can recognize your emotions and understand how they influence your feelings, thoughts, and behaviors

Self-regulation: you demonstrate impulse control, integrity, and the ability to manage your emotions in a healthy way

Social awareness: you’re comfortable in social situations, can pick up on subtle social and emotional cues, and are sensitive to unique group dynamics

Relationship management: you feel empathy for others and are able to inspire and influence people in an engaging way

5 Benefits of Emotional Intelligence for the Leader in You

By sharpening the above components and becoming more emotionally intelligent, you can expect your leadership skills to improve. Here are 5 specific ways:

  1. Improve your communication. The ability to convey exactly what you need from your team, and the ability to listen to what their needs are, can maximize productivity, prevent costly oversights, and ensure that everyone is clear about your company’s mission and expectations.
  2. Defuse conflict. As an emotionally savvy leader, you can prevent small issues from devolving into larger ones, and even address more serious issues with tact and timeliness.
  3. Set a positive workplace standard. You can help create a culture of trust and collaboration that impacts everyone from your colleagues to your customers.
  4. Leverage adversity. Being able to make difficult decisions and reflect honestly on the outcomes allows you to learn more from your challenges and setbacks.
  5. Connect with, develop, and retain quality talent. People want to work with strong leaders. By taking ownership of your own emotional intelligence, you can literally influence and strengthen your team at every level of your organization.

But the benefits don’t stop there. People with a high EQ have been shown to have better mental and physical well-being, less perceived stress, and healthier relationships. So, no matter what your job role is within your organization (or even your own family), know that developing your emotional intelligence can have a profoundly positive impact on everyone around you—including yourself.

How valuable is EQ in the workplace? Tell us what you think.

Author: Peter Diaz
Peter-Diaz-AuthorPeter Diaz is the CEO of Workplace Mental Health Institute. He’s an author and accredited mental health social worker with senior management experience. Having recovered from his own experience of bipolar depression, Peter is passionate about assisting organisations to address workplace mental health issues in a compassionate yet results-focussed way. He’s also a Dad, Husband, Trekkie and Thinker.

Connect with Peter Diaz on:
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Mental Health Month Activities

17 Things Your Workplace Can Do For Mental Health Month Activities

Three elements that contribute to a sense of mental health and wellbeing in the workplace are feeling valued, connected to others, and safe.

Mental Health Month gives us an opportunity to reach out and let people know that they matter. That they matter to us.

Design your mental health month activities with these three elements in mind, to create a culture of compassion, fun and connection.

Have a look at these activities below to find something suitable for your team:

Mental Health Month Ideas that are Quick and Low Cost

Mental Health Month Activities

1. Hold a morning/afternoon tea to raise awareness

This is the traditional event. Provide food and they will come! But be careful with this one. If mental health and wellbeing has not been at its best lately, this can backfire and be seen as tokenistic. If you’re going to do this activity, you want to make sure you follow it up with a long term strategy, or have your Senior Exec team pledge their genuine commitment to mental health and wellbeing.

2. Register your team for the Compassion Games

A little bit of kindness can go a long way. Look at the difference it has made in the video at the website here: http://compassiongames.org/

3. Hold a ‘Lunch & Learn’ session on resilience at work

A quick and easy way to introduce the idea of positive mental health and wellbeing to a large number of employees, in a casual and laid back way. Contact us to find out about having a workplace mental health specialist attend your lunchroom in October.

4. Put posters up in the workplace

Mental Health poster do not have to be all doom and gloom In fact, we think it’s better if they focus on the positive side. You can download our posters for free at https://www.wmhi.com.au/posters

5. Tell each other what you like about them

Perhaps you write on a card for each of your team mates, or just make a point of telling them. Either way, find your way to let others know you like having them around. You never know who may really need to hear it today.

6. Engage your team in the ’10,000 Step Challenge’

The research is very clear – physical health and mental health go hand in hand. Have some fun with it by challenging your colleagues to a ‘Step Challenge’. Have participants track their steps with an iphone, fitbit, or pedometer, and log it each day. Offer a prize to the winners each week.

7. End your meetings with “proud and thankfuls”

Let your colleagues know they are appreciated, by this short ritual. At the end of a team meeting or briefing, having each person nominate one person they are thankful for, and why. You’d be surprised what a difference this can make to teamwork and connection.

8. Include an employee story in your newsletter

Have an employee who has experienced mental distress share a little bit on what helped them to feel better. Make sure the story is positive and inspirational – there’s no need to go into all the gory details. It’s even better if this is a person in a senior position. It lets people know that mental health can affect anyone, and that it’s OK to talk about it. Make sure the person is fully comfortable with talking about it.

9. Share some information or videos by email

Let people know it’s Mental Health Month, and share some information on where people can go to get help in the local area. Find some (tasteful) funny or inspirational videos and share them with others.

Mental Health Month Ideas for the Truly Committed

1. Host a ‘Wellbeing Day’ with a range of resources for all staff

This can be an annual event. Find an appropriate space and invite all staff to come along for the day/half day/short session. Set up some tables and invite local health professionals to share some information about their services (yoga, fitness, nutrition, counselling, volunteer groups, etc). Have lucky door prizes and competitions.

2. Invite a Speaker to your workplace event

Invite a mental health or motivational speaker to attend your event and start a conversation about wellbeing. Our specialists are available throughout October, so contact us for more information.

3. Launch an Online Learning Program

Online courses can be a great way to educate employees who have little time, or who are dispersed geographically. Pretty much anything can be delivered by an online format – so long as you have internet connection. This is a quick and simple way to get need to know information to your people.

4. Run some live training on mental health or resilience

Live training is the best way to learn about mental health and wellbeing. Our Workplace Mental Health Specialists are extremely knowledgeable, yet down to earth and fun facilitators who will make sure you have a great time while learning such vital skills that you can apply at work or home, for the rest of your life.

5. Announce the roll out of your Employee Wellbeing Survey

What better way to really find out how the workplace impacts on employee wellbeing than by asking the people themselves! Of course, this has to be done carefully. Our EWS16 Assessment uses validated measures, to help workplaces discover the true level of mental wellbeing within their specific organisation, but more importantly, to identify which activities will make the biggest difference to their employees overall. So their efforts can be channelled in the right direction.

6. Create a ‘Green Room’ space

Workplaces that are benchmarking when it comes to mental health and wellbeing are very aware of the impact of the physical environment on mental health and wellbeing. If you don’t have one, consider setting up a space that is more relaxed and laid back environment for staff to use when they like. It doesn’t have to be labelled as a ‘mental health space’, but just a nice room or area with some couches, magazines, a ‘pod’, a few plants, or whatever – be creative!

7. Put out the call for workplace champions or ‘first responders’

Just as we have designed Workplace Health & Safety Officers, so too it is recommended that workplaces have ‘Mental Health First Responders’. These people need specialised training in how to respond to people that may be in emotional distress. They may also sit on the Wellbeing Committee and be involved in wellbeing initiatives for the organisation. It helps to ensure that initiatives are communicated and adopted organisation wide, and means that work can be distributed amongst team members.

8. Begin your ‘WELL Certification’

WELL Certification is the leading tool for advancing health and wellbeing in buildings globally. A WELL Accredited Professional can help you to achieve certification for your building, workspace or community. Contact us for more information.

So, please, let me know what you did for Mental Health Month, will you?

Author: Peter Diaz
Peter-Diaz-AuthorPeter Diaz is the CEO of Workplace Mental Health Institute. He’s an author and accredited mental health social worker with senior management experience. Having recovered from his own experience of bipolar depression, Peter is passionate about assisting organisations to address workplace mental health issues in a compassionate yet results-focussed way. He’s also a Dad, Husband, Trekkie and Thinker.

Connect with Peter Diaz on:
Peter Diaz on Google Plus Peter Diaz on Face Book Peter Diaz on LinkedIn

3-ways-to-break the-stigma-at-work

3 Ways To Break The Stigma Around Mental Health At Work

Mental health issues are a common problem facing Australians, and the related statistics are telling:

  • Currently, about 450 million people around the world are living with some kind of mental disorder.
  • According to the World Health Organisation, about 25% of the global population will experience a mental disorder at least once in their lifetime.
  • In Australia alone, about 1 out of every 5 of us will experience mental ill-health every year.
  • Mental health problems hold the dubious honor of being the third leading cause of disability within the Australian labour force.
  • It’s been estimated that Australian businesses lose more than $6.5 billion every year by not providing early intervention and treatment for their employees who are experiencing mental health issues.
  • However, despite evidence showing just how common this condition is, it’s been estimated that up to two thirds of people with a known mental health condition choose not to seek professional help.

3-ways-to-break the-stigma-at-workWhy is this so?

Access to care, language barriers, and a dearth of quality resources are a few reasons why, but perhaps the most insidious reason is stigma.

Mental Health Stigma Exists — and it Doesn’t Necessarily Stop at the Workplace

Stigma has a powerful influence in the world of mental health issues. Society at large often views people living with mental disorders as unstable, dangerous, or even violent. People with mental health challenges are often believed to be incapable of leading productive and fulfilling lives—indeed, sufferers themselves may even believe this. Research doesn’t tend to support these assumptions, but media and cultural expectations often bolster them, anyway.

These assumptions—real or imagined—can discourage people living with mental ill-health to seek much needed treatment. Their condition may make them feel ashamed, weak, and alone, which of course only compounds their mental health issue and propagates a vicious feed-forward cycle of stress, isolation, and illness.

Mental Health Issues on the Job

If we agree that stigma about mental health is virtually ubiquitous, then it becomes clear how this same stigma can exist in the workplace, too. Specifically, both employers and employees may assume a mental health problem will render a person less productive, less organized, and less able to focus on their tasks at hand. Of course, in some cases this can actually hold true, especially if an individual hasn’t sought treatment for their underlying disorder.

Many workplace team members living with a mental health issue choose to hide their issues. They often fear for their job security or are afraid to risk “losing face” in front of their bosses, colleagues, and customers. On their end, employers may not have the tools and tactics to talk to their employees about their suffering. Indeed, an employer may not even be aware that one of his or her team members is suffering from a mental health issue in the first place (unlike a broken ankle or other physical ailment, mental health conditions are often “invisible” and difficult to recognise).

Are you a psychologically safe manager? Take the self assessment to find out.

It’s worth pausing here to reflect on something: mental health problems are common problems. It’s unfortunate that so many people grappling with anxiety, depression, post-traumatic stress disorder, and other issues believe that they have to face their challenges alone. Fortunately, leaders in business organisations are in a unique position to change the way their individual companies approach and accommodate mental health, which can have a profoundly positive impact on the issue of mental health as a whole.

3 Ways to Reduce Stigma Associated with Workplace Mental Health Issues

A workplace culture that stigmatises against workplace mental health issues can be detrimental to both individuals within a company and to the company as a whole. Breaking through this stigma can be extremely difficult. Here are 3 ways to get started:

  1. Educate at all levels.

From senior executives to entry-level team members, everyone in your company can benefit from learning more about mental health. Consider sending out company-wide memos, holding in-services, inviting guest speakers, or even running annual events such as “Mental Health Month” as a way to disseminate information and reduce the fear, stigma, and mystery surrounding mental health.

  1. Ensure everyone on your team has access to help.

Work with your HR team or consultants to raise awareness about policies and programs designed to support both physical and mental health. Use discretion and show that you respect your employees’ privacy.

  1. Make your anti-discrimination policies clear.

As a manager, it’s in your best interest to show your employees that they will not be discriminated against due to a mental health issue. Lead by example. Show that by acknowledging and seeking help for a health issue, a person can become an even more valuable employee at your company, rather than a liability.

To your mental health,

– Peter Diaz

Author: Peter Diaz
Peter-Diaz-AuthorPeter Diaz is the CEO of Workplace Mental Health Institute. He’s an author and accredited mental health social worker with senior management experience. Having recovered from his own experience of bipolar depression, Peter is passionate about assisting organisations to address workplace mental health issues in a compassionate yet results-focussed way. He’s also a Dad, Husband, Trekkie and Thinker.

Connect with Peter Diaz on:
Peter Diaz on Google Plus Peter Diaz on Face Book Peter Diaz on LinkedIn

Image for 8 Tips on Develop Resilience for Workplace

8 Tips On How To Develop Resilience For Surviving The Modern Workplace Mentally Healthy

One way to notice a well-adjusted and mentally healthy employee is through his or her resilience. By resilience we mean the ability individuals have to bounce back quickly and with a minimum of fuss. Resilient employees have the capacity to handle the strains of the contemporary workplace. This means that they can manage stress well without necessarily placing their jobs in jeopardy. Resilience is good for workplace mental health. It allows an individual to respond to the demands of life without succumbing to pressure. Resilience also allows employees to deal with the demands of their jobs especially if the job requires them to change their priorities often and regularly. The ability to cope with the stresses and adversities of work and daily life requires a change in attitude and thoughts. But, how do you do that? Here are a few ways that employees can develop resilience at work:
8 Tips on Develop Resilience for Workplace

  1. Create and appreciate positive relationships. By appreciating the existing social support you get at work, you become more able to develop positive relationships in the workplace. These positive relationships come in handy later when you need encouragement, which fosters your ability to cope and your resilience as a human being.
  2. Practice viewing obstacles as opportunities or challenges. What can you learn from this situation? Employees can learn to treat difficulties as a platform for learning rather than as an impediment to their careers. Developing the habit of transforming challenges into opportunities is an invaluable skill that leads to self-development, resilience and progress.
  3. Celebrate success, even small ones. Celebrating success and small victories every time they occur fosters resilience. Employees should carve out some time in their day to enjoy the highs in their careers. This trains employees brains to look for the positive and to look forward to possible future successes in their line of work rather than dwell on the negatives or difficulties of their job.
  4. Craft a plan. Developing viable and meaningful career objectives that have a sense of purpose for the individual allows employees to bridge work and other life goals. In this way, they are encouraged to develop resilience even in the heart of adversity as they are working towards a motivating personalised objective.
  5. Develop more confidence. Building levels of self-confidence allow employees to live in the knowledge that they are going to succeed eventually. Despite the drawbacks that may occur, confidence enables people to take risks in their personal life and their careers, which give them the energy to move forward in life.
  6. Learn to see things from a different angle. Resilient people know how to develop perspective, which enables them to understand that although a circumstance may seem overwhelming and impossible to maneuver now, it will not seem so later; ‘in the long run, it’ll all work out for the best’.
  7. Restructure your mind. Learning how to handle tough situations requires, at times, a complete restructuring of the mind. Bad days are inevitable, and learning how to react to them without blowing things out of proportion is part of being resilient.
  8. Be flexible. Flexibility enables resilient people to understand that things are never be constant. As such, being flexible allows people to shift and amend their goals at an appropriate, and healthy, speed.

Resilience is an invaluable skill to have in the workplace as it allows one to handle the difficulties that arise from working in a stressful environment. At the Workplace Mental Health Institute we take resilience very important. It’s a key protector of people’s mental health. Help your employees develop resilience and you immunize them from mental health problems.

Would you like to learn more? We run mental health courses on resilience. Our most popular course is the Building Resilience At Work. Check it out.

Author: Peter Diaz
Peter-Diaz-AuthorPeter Diaz is the CEO of Workplace Mental Health Institute. He’s an author and accredited mental health social worker with senior management experience. Having recovered from his own experience of bipolar depression, Peter is passionate about assisting organisations to address workplace mental health issues in a compassionate yet results-focussed way. He’s also a Dad, Husband, Trekkie and Thinker.

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Mental Stigma And Stress In The Workplace

Mental Stigma And Stress In The Workplace: Employers Need To Pay Attention To Workplace Stress Factors

Why employers should manage the mental health of the workplace

Mental Stigma And Stress In The WorkplaceEmployees undergoing mental distress affect most, if not all, organisations. This trend explains why people often take a day or two off work. To make matters worse, many individuals often experience anxiety when faced with the thought of confronting and discussing the subject because mental health continuous to be a taboo subject. Promoting mental health at work is beneficial to all parties involved including the supervisors because poor mental health will ultimately affect corporate productivity levels and, with it, the bottom line.

Although companies are bound by law to protect the physical and psychological well-being of their employees, they often lack specific guidance as to how to go about improving and protecting employee health. Issues in the workplace that impact on the mental stability of an employee include:

  1. Stigma or any form of discrimination
  2. professional burnout
  3. Substance abuse
  4. Bullying and abuse in the workplace

When the mental health of employees is secured in the workplace, it means that the employers care for their employees and that they are interested in promoting their wellbeing. One of the best ways to safeguard the mental health of employees is to eliminate or handle negligent and reckless behavior that may add to an employee’s stress level. Another way to promote the mental stability and safety of employees is by eliminating anything that induces chronic anxiety and excessive fear among employees.

The process of safeguarding people’s mental health at work should be initiated by top executives. Employers must take active steps to improve their workplace culture as the culture is often a triggering factor for inducing stress among employees. Alternatively, companies can also create comprehensive strategies aimed at promoting mental wellness. Procedures should include initiatives and policies that promote psychological safety.

Employers are advised to consult their employees before developing strategies aimed at protecting their mental health. The end result of well-formulated policies is a progressive workplace where the employees are encouraged to empower themselves. Comprehensive strategies that are implemented properly will automatically improve productivity levels significantly. Other advantages of improving employee mental health at work include:

  • Levels of creativity are improved, which also improves their level of engagement.
  • Encourages employee retention and low turnover.
  • Drastically improves employee satisfactions and morale.
  • Opens the lines of communication between subordinates and supervisors.
  • Improves the levels of recruitment for your organization.
  • Reduces the culture of absenteeism and promotes increased attendance.
  • Reduces workplace injuries
  • It cuts down the amount of grievances that come up at the workplace.

Too many employees suffer in silence due to poor mental health at work, and it is the responsibility of business leaders to take steps to improve the situation.

Author: Peter Diaz
Peter-Diaz-AuthorPeter Diaz is the CEO of Workplace Mental Health Institute. He’s an author and accredited mental health social worker with senior management experience. Having recovered from his own experience of bipolar depression, Peter is passionate about assisting organisations to address workplace mental health issues in a compassionate yet results-focussed way. He’s also a Dad, Husband, Trekkie and Thinker.

Connect with Peter Diaz on:
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loyalty-blog-image

Workplace loyalty is dead. Or is it?

loyalty-blog-imageLooking around at today’s organisation and it would seem as though employee loyalty to their organisation and organisations’ loyalty to their employees is dead. For many of today’s workforce, the greener grass at the other company or new position is too tempting to pass up. In fact, a recent study by LinkedIn showed that Millennials, those who reach adulthood in the 20th century, will work for nearly twice as many companies in the first five years of their career than their parents did. What’s more, today the average person will have twelve to fifteen jobs in their lifetime. Is this the nail in the coffin for loyalty?

A look at history

In the not-so-distant past, loyalty in the workplace meant remaining at the same company throughout a person’s career. During much of the 20th century, employees would work their entire career for one or two employers and in return, the organisation would give their employees the unspoken promise of lifetime employment and a pension retirement. With the popularity of unionisation throughout the 1960’s and 1970’s, collective bargaining agreements and the promise of steady raises and consistent employment held employees to their companies during uncertain economic times where double digit inflation was the norm. However, as the grip of unions began to loosen in the 1990’s in favor of human resource departments and individual performance reviews, employee loyalty began to loosen as well. With the advent of the internet and the expansion of a global economy, suddenly labor costs could be cut dramatically by hiring a less expensive workforce in another country and a company’s loyalty to their workers at home was cast aside in favor of global expansion and rising profits.

Redefining Loyalty

While it is tempting to assume that in today’s economy, it is impossible for organisations to show loyalty to their employees, it perhaps is more important to redefine what loyalty looks like in the 21st century. Where our parents and grandparents showed loyalty to their company by doing their job tirelessly for 30 or 40 years, today’s worker is more likely to look for ways to use their individual talents on behalf of the organisation. Whether they are looking for innovative ways to solve a problem, creating effective work teams or helping employees reach their own career potential, today’s workers are driven by a need to see how their work relates to the organisational objectives as a whole. Managers who use performance reviews to discuss how an individual’s goals relate to the overall organisational mission will be rewarded with loyalty to that objective. Such loyalty is arguably more productive in today’s fast-paced business environment and contributes to a strong workplace culture.

Loyalty can also be defined as compensating employees fairly for the work they are completing. Too many companies rely on their organisational mission for their compensation strategy, arguing that contributing to their purpose should be enough to combat unfair wages. In reality, organisations who compensate their employees fairly and who have clearly defined objectives for bonuses and raises are more likely to retain their employees.

While it is nice to talk about organisation-wide strategies for both garnering and showing loyalty, applying these principles on a team level may be even more important. While more than 30% of Fortune 500 chief executives have lasted less than three years over the course of the last two decades, research from the Gallup organisation shows that employee engagement, a common indicator of productivity, has declined across industries over the last decade. Since top-down initiatives cannot function if senior leadership is in constant fluctuation, the lot falls to mid-level managers to foster team loyalty:

  1. Identify and reiterate the team’s purpose. Align the team’s short and long-term goals with organisational strategy that will help team members see how their success contributes to the business as a whole.
  2. Encourage open discussion without blame or shame. Creating an environment where ideas, opinions, successes and failures can be shared without fear of negative repercussions fosters a sense of loyalty amongst a team’s members.
  3. Ask more questions than you answer. Casting a wide net throughout the team for feedback and input allows everyone to express their feelings and work toward a consensus.
  4. Openly praise success. Both individual and team-based success should be frequently praised in public when objectives are achieved.

While it is unlikely a person will end their career with the same company they began it with, loyalty to a team or organisation is not dead. Instead, it has a new face that is reflective of a fast-paced, changing economy.

To your mental health,

– Peter Diaz

Author: Peter Diaz
Peter-Diaz-AuthorPeter Diaz is the CEO of Workplace Mental Health Institute. He’s an author and accredited mental health social worker with senior management experience. Having recovered from his own experience of bipolar depression, Peter is passionate about assisting organisations to address workplace mental health issues in a compassionate yet results-focussed way. He’s also a Dad, Husband, Trekkie and Thinker.

Connect with Peter Diaz on:
Peter Diaz on Google Plus Peter Diaz on Face Book Peter Diaz on LinkedIn

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