Category Archives: Strategies

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: Pedro Diaz
Pedro-Diaz-authorPedro 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, Pedro 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 Pedro 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: Pedro Diaz
Pedro-Diaz-authorPedro 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, Pedro 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 Pedro Diaz on:
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Bullying – WMHI blog header

5 More Subtle Signs of Workplace Bullying

You may not think of your office as a place where bullying occurs, but believe it or not, this kind of interpersonal conflict happens in places other than just the schoolyard.

In fact,

research has shown that as many as 1 in 4 people report that they have experienced workplace bullying firsthand.

Unfortunately, workplace bullying often goes under the radar. Why? First of all, it’s not always as obvious as the overt name-calling, shoving, and teasing that we have come to associate with made-for-TV bullies. Secondly, bullying can be embarrassing: a team member who is being bullied may not want to talk about it for fear of looking weak. He or she may also feel pressure to avoid ‘dobbing in’ a coworker, or becoming the target of the bully if they step in on someone’s behalf.

But workplace bullying can and should be addressed by managers in any business or company. In the work environment, bullying tends to be a long, slow, and progressive process, whereby the perpetrator emotionally and psychologically manipulates his or her target over time. This can lead to serious problems with an overall workplace environment and may even contribute to lost productivity, increased errors, and other issues that are common with a distracted and unhappy team member (not to mention a worst-case scenario in which companies are held legally liable for failing to protect an employee against bullying).

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

WMHI Blog – 5 More Subtle Signs of Workplace Bullying

So, the first step in putting an end to workplace bullying in your company is to learn how to tell if, when, and where it’s happening. Here are 5 subtle signals that your workplace environment may be home to some bullying:

  1. Frequent use of the blame game.

Is there a person on your team who seems to always have an excuse for his or her performance? Does he or she frequently point fingers at someone else, using another person as a scapegoat? Responsibility has to lie somewhere: if someone is unwilling to take personal responsibility for their own actions or inactions, then chances are they’re attempting to unfairly shift that responsibility to someone else.

  1. Minimising the thoughts, contributions, and feelings of others.

Having a patronising attitude toward someone is a subtle way of putting that person down and making him or her feel victimised. A team member who appears to make fun of, minimise, undermine, or discredit someone’s ideas or needs (especially on a consistent basis) could be bullying. They maylaugh derisively at someone’s thoughts or ideas; or physically disengage in communication by turning away and changing topic drastically.

  1. Deceit and dishonesty.

We all tell white lies from time to time. But if a person has a pattern of frequently lying, raising false hopes, or saying they’ll do something and then failing to follow through, then this could be a sign that he or she is trying to take advantage of the people around him or her.

  1. Intentional isolation by way of ignoring or excluding someone.

A sensation of “us versus them” can be seriously detrimental to the health and unity of a company. Team members may achieve this by purposefully not inviting someone to a work event or failing to include them in pertinent discussions, meetings, or projects. Purposefully underusing a team member or persistently delegating undesirable tasks to him or her (especially if they fall within many people’s job descriptions) can also be seen as an attempt for separation.

An example of this is, ‘ghosting’, where the bully will ignore a team member’s attempts to  communicate for legitimate work reasons, while they acknowledge other people’s communication that they consider more important. While this practice is, unfortunately, widely tolerated in Australia, it is, nonetheless, damaging.

  1. Excessive flattery.

Going overboard on compliments and flattery is disingenuous at best; at worst itcan be a form of manipulation, persuading the target to check for the flatterer’s approval on any decisions or action. It can also be used as a prelude to more overt bullying, encouraging a person let their guard down, therefore becoming easier to manipulate.

The best bullies tend to be very smooth operators, able to hide their bullying well, and will leave just enough wiggle room to claim their good intentions are being misconstrued, in the event they’re called out. The best defense against bullies is education and awareness.  When people are aware of the signs, it becomes harder for the bully to operate freely.

Keep in mind that workplace bullying can happen at any level and in any direction within your company. Everyone, from senior level executives all the way to the newest team members should be held to the same standards that are necessary to create a positive and healthy work environment.

To your mental health,

– Pedro Diaz

Author: Pedro Diaz
Pedro-Diaz-authorPedro 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, Pedro 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 Pedro Diaz on:
Pedro Diaz on Google Plus Pedro Diaz on Face Book Pedro Diaz on LinkedIn

RUOK day blog image

On R U OK Day: How Managers Can Make It Easier For Staff To Say, “I’m Not OK”

On R U OK? Day we’re reminded that leaders play an important role in safeguarding and supporting the mental health of their teams. Asking after the mental health of a team member is the first step, and a very important one, in creating a more mentally healthy workplace.

However, what we’ve noticed over the years in our training and consulting work, and what we’ve read in studies from the major world economies, is that employees are reluctant to open up about mental health concerns to their leaders.

A study we completed recently confirmed what we’ve been hearing. We reached out to our community of managers and everyday employees and asked them two questions:

‘If a friend asked R U OK?, and the answer was ‘No’, would you tell them?’

‘If your BOSS asked R U OK?, and the answer was ‘No’, would you tell them?’

And, anticipating the response we might receive, we asked another question:

What advice would you give management to make it easier for their people to say ‘I’m not OK’?

We asked respondents to leave comments on the first two question if they wished, and we asked about their gender and age group so we could look for basic trends.

The results were pretty interesting.

Results

 

RUOK day blog image

 

Consistent with what we’ve seen and read, managers are a lot less trusted by employees when it comes to disclosing their mental health state. 29% of people said they’d hold back from telling a friend if they have a mental health concern. But that figure jumped to almost half when asked if they’d tell their manager.

 

RUOK day blog image

Gender differences

What did surprise us was that women were less likely to disclose than we expected, and actually less likely than men. Is it possible that women feel less secure in their employment than men, and feel a greater need to keep up appearances? This is an area we’ll be looking into with future research.

Age differences

We received low numbers of respondents under 35, so didn’t include them in age comparisons.

We noticed that males aged 35-44 were the least likely to disclose to friends or a boss. Perhaps with these years being the phase were men start to move into senior leadership and take on significant responsibility, that giving the appearance of ‘not handling it’ would be detrimental to their forward progress and so they stay quiet.

The other trend that stood out was respondents aged over 55. Again, it’s possible that older workers are concerned about job security, and perhaps it’s a generational thing: with older people in the main valuing their privacy and separation of personal life from professional life.

Comments

Would you tell a friend?

Of course, many people said it depends on who the friend is, citing things like:

  • How close they are
  • How easy they are to talk to
  • Whether they had the strength to deal with their reaction
  • Whether they were good listeners and would give their opinion
  • How supportive they are
  • If they thought they could help
  • If the friend has past troubles and perhaps could empathise

For many people, factors like timing, choosing the right setting and how bad things are, were also important.

Reasons they wouldn’t tell a friend included:

  • Not wanting to burden others, especially if they have their own struggles
  • Concern for privacy
  • Not wanting to be seen as a ‘whinger’ or ‘wimp’

But the news was not all bad. There were some strong arguments for telling a friend, a stand out one for us was, “I’ve learned the lesson of when you try to ignore it.” Seems like the message is getting through that asking for help is the best course of action.

Would you tell your boss?

Again, not surprisingly, most respondents said it depends on the person in the big chair.

  • I have faith or trust in my boss
  • It may help them to understand their situation too
  • I work in a supportive organisation
  • I’ve had good personal experience

…were all reasons people said they would and have told their boss.

But the news was not all good. Reasons given for not telling the boss ranged from concern about what might happen:

  • Stays on your record and impacts promotion opportunities
  • Don’t trust the boss
  • May be used against me
  • They may doubt my ability to do the job
  • Blurs boundaries – there are other options available
  • I work in mental health, we are expected to be ‘above that’
  • Fear about being performance managed
  • Don’t want to come across as not having it all together, weak or underperforming

To being once bitten, twice shy:

  • Had a bad past experience
  • Telling my boss complicated the situation
  • Boss avoids me now and I’m discounted
  • It was used to fire me

It’s clear a strong stigma remains around disclosing mental health concerns in the workplace. Alongside asking ‘RUOK?’ which is a noble and very important first step, we need to be giving managers better support. Specifically, we need to do two things:

  1. Help managers break down the stigma attached to mental health issues to create an environment where it’s ok to say, “I’m not OK”
  2. Give them the tools and training to respond and to help an employee who tells them they’re not OK. Sometimes a manager won’t ask because they don’t what to say if the answer is not ‘I’m fine, thanks for asking.’

In doing so, we’ll be creating confident, psychologically safe managers, capable of engaging teams to perform at their best.

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

Advice to managers

But don’t just take our word for it. Below we’ve listed verbatim all our respondents’ suggestions for how managers can make it easier for them to disclose a mental health issue without fear of repercussions.
  • Be genuine and authentic, care and empathy – all the time, too late when it comes to R U OK
  • Show interest in the whole person
  • Be available
  • Listen not problem solve
  • Talk about the subject at work, normalise it
  • Peer support group, EAP, resources
  • Discuss options without going down workcover route
  • More conversations
  • Culture of being your whole self at work
  • Open minded and honest
  • Confidential
  • Stress leave, reduced hours, duties, RDOs
  • Better education for managers
  • Let them know re good work too
  • Mental Health and Stress Management Policy
  • Safe that it’s not going to impact job
  • Suggestion boxes for anonymous feedback
  • Ensure privacy
  • Clear open policies promoted
  • Leadership skills for managers
  • Modelling from managers on how to deal with hard times, be vulnerable, take leave etc
  • Don’t doubt the answer when you get it
  • Do something – not just lip service to employee mental health
  • Ask more often not just once a year’
  • Be OK with uncomfortable
  • Treat worker as a human, not a number
  • Get others with a good experience to share it
  • Context – some want to be asked and to talk about it others won’t.
  • Recognise needs of carers (of people with mental illness, elderly, children etc)
  • Ask but also express that work need not be involved as long as performance ok
  • Managers need skills – don’t just pass it off to HR or EAP
  • Know how to follow up the question
On R U OK Day, and every day, let’s ask the question. But let’s go a step further and actualy equip our managers to create the productive and mentally wealthy work environments that we keep asking them for.

If you’d like to know how you can build the capability of your leaders in this space, consider inviting us to run a private Workplace Mental Health Masterclass for Leaders for your managers or team.

Author: Pedro Diaz
Pedro-Diaz-authorPedro 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, Pedro 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 Pedro Diaz on:
Pedro Diaz on Google Plus Pedro Diaz on Face Book Pedro 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,

– Pedro Diaz

Author: Pedro Diaz
Pedro-Diaz-authorPedro 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, Pedro 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 Pedro Diaz on:
Pedro Diaz on Google Plus Pedro Diaz on Face Book Pedro Diaz on LinkedIn

Psychological Injury at Work

What Most People Don’t Know About Psychological Injury at Work

Traditionally, when speaking of Workplace Health and Safety, psychological injury is not something we thought about. But, as many professionals have realized lately, a Workplace Health and Safety strategy is severely incomplete without taking psychological injury into account. (for help creating a Mental Health Workplace Strategy visit www.wmhi.com.au) Psychological injury is also known as psychiatric injury, and it includes all mental, emotional and physical injuries acquired from the place of employment. Employees that suffer from a psychological injury due to an employer’s negligence can take legal steps against their employers, so it is essential to create a safe working environment to prevent such occurrences. Legally, it’s no longer ok to ignore the psychological safety of employees. Managers are now liable.

Yet, how do we know if an employee is at risk of psychological injury at work? One symptom of employees that are suffering from psychological injuries is a noticeable and measurable reduction in their production or in the way they handle, or their inability to handle, emotional issues. Psychological Injury at WorkFor example, they may become acutely defensive even when feedback given in a reasonable manner. Unfortunately, many businesses refuse to recognize that a place of business can have a severe psychological impact on its employees. However, considering that employees in full-time employment spend a significant portion of their time at work,it is clear that a workplace plays a vital role in an employee’s life. As well as their psychological state.

Traditionally, psychological injury was thought to be brought about by stressors in the workplace such as extremely high workloads, difficult employees, unrealistic deadlines or unrewarding work. Under this assumption, it was thought that a combination of stressors in a place of business increased the risk of psychological injury significantly. However, according to recent studies, other crucial factors can affect or cause mental injury at work. According to these studies, relationships at work and the level of support given to employeesis more likely to cause psychological injuries than anything else. In this regard, the less supported, the less valued and the less understood an employee feels at work, the greater the risk of a psychological injury.

This not only indicates that a change of attitude and behavior is required from employers;it also emphasizes the need to establish interpersonal relationships with employees.  A positive relationship between employers and their employees creates a platform to handle conflicts well, which reduces the number of psychological injury claims made by employees. Additionally, through positive work relationships, collaborative behavior is encouraged, which promotes the establishment of considerationsthat can regulate the number of psychological injury cases that may arise.

A business that supports its employees through flexible arrangements makes employees feel valued, which encourages productivity in the personal and business lives of employees. To reduce conflict brought about by psychological injuries, it is essential for employers to create a safe work environment that is free of discriminatory practices and one that fosters positive work relationships between employees of all levels. By instituting training, campaigns and prevention strategies, employees can become more engaged, happier and less inclined to take legal action.

It takes effort, from both the employers and their employees to reduce the instances of injury. But, ultimately, it’s the employers responsibility to take the initiative to create a psychologically safe environment at work.

We help management create psychologically safe environments, and minimise psychological injury, with our many programs. In particular, our flagship course the Workplace Mental Health Masterclass for Leaders. Check it out and see if it can help you too.

Author: Pedro Diaz
Pedro-Diaz-authorPedro 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, Pedro 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 Pedro Diaz on:
Pedro Diaz on Google Plus Pedro Diaz on Face Book Pedro Diaz on LinkedIn

Mental Health and Productivity

Mental Health and Productivity. Why Managers Need Mental Health Courses

Workplace Mental health is an issue of grave concern. In fact, it is one of the leading causes of absenteeism from work. Mental health problems at work can cause immense suffering to those experiencing them, and those around them. As such, there is an overwhelming need for managers, business owners and employees to address the issue of mental health at work. Managers particularly should play a significant role in promoting mental health among employees. However, it is essential that managers receive the right support to assist them to handle this task efficiently. If we are to empower supervisors and staff to make a positive impact on mental health it will involve giving them the proper training from industry experts and professionals through mental health courses.

Mental Health and ProductivityA course on mental health would create awareness and understanding among managers, as well as teach them important lessons such as how to categorise common mental health disorders. Besides learning how to classify the signs and symptoms of mental suffering, they would also be counseled on practical strategies that can support members of their organisation.

The major benefits of taking a mental health course include:

  1. Gaining the ability to understand and appreciate the stigma surrounding mental health at work.
  2. Giving employees the confidence to handle clients or workmates suffering from mental health conditions in a humane manner.
  3. Awarding employees and business owners the opportunity to understand the legal requirements surrounding workplace mental health care.
  4. Teaching people techniques and strategies for managing employees with mental conditions.
  5. Improving one’s understanding of stress and how it impacts morale at work.
  6. Reflecting on our own attitude towards mental health problems. If the attitude is a negative one, then we can take measures to change and improve.
  7. Allowing participants to learn possible interventions for workplace mental illnesses.

The outcome of a good mental health training course should be to help management and their employees create a work environment where personal resilience is enhanced, and the comfort and safety of all employees is protected. This will enable the workforce to respond effectively to the challenges that arise while working, which in turn will enhance their confidence, allowing them to produce their very best.

Organisations often lose out on the expertise of capable workers due to mismanagement. Knowing what to do and how to manage the mental health of teams can be tricky. For most people suffering from mental health conditions, their last resort is often, sadly, a choice between a decline of their mental health or abandoning their jobs. Employers have a duty of care to their employees and investing in a course in mental health is the best way to secure the mental health of a workforce. The training should be practical and applicable so that the psychological safety and wellbeing of the whole organisation and its employees is enhanced. Good workplace mental health is good business and at the Workplace Mental Health Institute we want to help.

Author: Pedro Diaz
Pedro-Diaz-authorPedro 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, Pedro 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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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: Pedro Diaz
Pedro-Diaz-authorPedro 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, Pedro 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 Pedro Diaz on:
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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: Pedro Diaz
Pedro-Diaz-authorPedro 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, Pedro 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 Pedro Diaz on:
Pedro Diaz on Google Plus Pedro Diaz on Face Book Pedro Diaz on LinkedIn

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