Workplace 7 | Workplace Mental Health Institute

Beware Declaring War on Bullying

20/07/2016

A common mistake people make, especially at work, is to assume that it’s ‘others’ who are being a bully. And that bullying is an abuse of power by some other people more powerful than I. But this is self deceit. Many bullies don’t realise they are being a bully. It’s like having snot in the middle of your face, you are usually the last person to find out, right?

The same with acting like a bully. Ask yourself, ‘can I think of times when I’ve acted like a bully?’ before you answer rashly, think about this ‘do you like to be right?’ if you are not right, does it upset you? do you like rules? (but only your rules!)’ then it’s quite probable that, at times, you may have acted as a bully to others, even if you didn’t mean to.

Or think about it this way, have you ever taken it out on someone else? and you knew it wasn’t their fault but you had a go at them anyway? and what’s more, did you secretly enjoy it? (even if later you felt guilty about it) I think most of us have. By the way most people do. It’s not that we are bad people, it’s that we all have the potential to try to force our thoughts, actions and will onto someone else. It’s usually a response to our own fears and uncertainties.

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One of the common scenarios we see in workplaces goes like this – someone doesn’t agree with a colleagues’ idea, opinion, or direction. For some reason, they feel it’s personal. They feel hurt, upset, disappointed, or frustrated. Now they start to see their colleague differently. As a evil, bad, some kind of bitch or bastard. A villain. And it’s ok to stop perpetrators, right? Don’t we have a moral obligation to stop them? …and the reasons for judging, labelling and attacking keep coming.

By the way, this is completely normal and to be expected when you have a group of people coming together to work on something. But if the person is not aware of what is going on, it may not be too long before they start to feel they are being bullied or victimised. And in response, they launch an all out attack on the colleague. Does this sound at all familiar? Now who is doing the bullying in this scenario? The wise person will catch themselves in this.

We need to be careful before we react, to make sure that we ourselves have not become a bully in response. This means a certain level of self awareness and self honesty is required. Rather than declare war on bullying, check to make sure you are responding with compassion, kindness, understanding and assertion, not aggression.

Author: Peter Diaz

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.

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Is Mental Health Really Getting Worse or Are We Just Talking About it More?

13/07/2016

This is a question which frequently comes up in our training courses. And our answer to this is “a bit of column A, and a bit of Column B”.

Across the ages, people have always experienced mental health issues. Whether it was overwhelming anxiety, depression, or even ‘psychotic’ episodes, which in past times would more likely have been explained in a spiritual reference as either connection to the gods, or possession. But it’s always been there.

In more recent times (but really only in the last 100-200 years, mind you), we have started to medicalise mental health issues, measure and examine them. If you look at it on the surface, it is true, that we do indeed see increasing numbers of people being diagnosed with mental health issues. But the key there is in the ‘diagnosis’.

You see, it may be that with increasing awareness about mental or emotional distress, more and more people are going to seek help, and receiving a diagnosis. But we also need to consider that if we look at the Diagnostic and Statistical Manual for Mental Disorders (DSM), published by the American Psychiatric Association (with at least 56% of the panel members receiving funding from pharmaceutical companies) the number of mental health issues you can be diagnosed with has grown over the years. There are now hundreds of diagnoses you can get (we don’t recommend it).

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Also the criteria for diagnosis of a mental health problem has been lowered over the years, to the point where many psychiatrists are actually speaking out against the current version of the DSM, particularly in the areas of grief and autism spectrum disorders, amongst others. When the latest version was put together many psychiatrists withdrew their participation and there were petitions against various aspects of it signed by hundreds of psychiatrists and mental health professionals. And yet it remains generally accepted as the “measurement” of mental health issues.

Add to that the fact that with increasing awareness and decreasing stigma around mental health issues, more people are reaching out to get help, and it would be reasonable to conclude that the actual numbers of people suffering are not actually on the increase, that it is purely the result of our diagnostic standards, and increasing awareness.

But, it gets more complicated than that. There are things in our current, modern lives, which we believe are also impacting on people’s general wellbeing. Just some of those include the increasing pace of change, increasing demands on us in terms of workloads, increasing opportunities to compare ourselves to others negatively (through globalization of media, social media, etc), increased use of medications (see our blog “3 little known things that are making people’s mental health worse”), new ways of viewing life which diminish personal responsibility, a culture of expectations, instant gratification, and entitlement, and the list goes on.

So, with all this in mind, how do we navigate the complex world of mental health? Well the first step is education – getting some good insight into these issues is an essential first step.

Author: Peter Diaz

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3-little-known-things to use in the workplace

3 little known things that are making people’s mental health worse

13/07/2016

The mental health in the workplace is in crisis. Yet most people, even clinicians, don’t understand the depth of the problem. Here, we briefly reveal some problems in current approaches.

1. Overreliance on Medications to Treat Anxiety and Depression

Few people have problems acknowledging that, as a society, we are over medicated. Yet, most of us expect to walk out of the doctor’s office with at least one prescription. When it comes to mental health, that’s not a good idea. The evidence shows so called anti anxiety medications and anti depressants do not have better results than placebos for mild to moderate anxiety and depression and just slightly better than placebos for severe depression. We do know, however, that all these medications can have serious side effects, not just on physical health, but on mental health too. There’s increasing evidence that antipsychiatric medications can cause the very same pathology they were meant to treat. In fact for some medications, suicidal thoughts is listed as a side effect. Go figure!

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2. Poor Explanations for Mental Health Problems

It’s usually agreed upon that how well you define a problem is key to resolving a problem. In the same vein, how we explain mental health problems determines what we’ll use as treatment. Hence, a bad explanation of why I have mental health problem results in bad, or inappropriate treatment. With a move to pathologising mental health problems across the world, we are reducing the importance, as societies, of other better or equally effective treatments; many without side effects.

3. Bad Science

There are some theories floating in the mental health space that are being accepted as factual. These theories have not been validated and should not be used as fact to treat mental health problems. For example, the theory that mental health problems stem from a chemical imbalance in the brain. Most people believe that this is fact, because it has been presented that way. But in fact, it’s just one of the theories out there. When someone says they have been feeling anxious or down, there is no way to test whether they have a chemical imbalance in the brain. And even if we could, and we did find a chemical imbalance, we couldn’t know if it caused the emotions, or if it was an effect of the emotions. Its not as simple as is being presented.

In mental health, it pays to get a second opinion.

Author: Peter Diaz

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Top 3 Tips for HR Managers

13/07/2016

Recently, I was asked by a National HR Director for three tips she could give to a meeting of HR Leaders. She only had one hour. Here are my top three tips (mind you, these are the ones that come to the top of my mind straight away but by no means the only ones! Any surprises?

The top three tips I would give are:

1. Don’t be in a hurry to send people home
– often, when someone has expressed some problems with mental health, managers panic and their first response is to send someone home. In fact, that is not necessarily the best thing for the person’s well being nor for the business. If the person goes home, they can start ruminating about challenges at work, feeling like a failure for not being able to perform at the level they want to, and returning to work becomes harder and harder. Statistically, once a person has been absent due to stress of mental ill-health for more than 3 days, the likelihood of them returning to work is very slim. We know staying at work is better for their mental health. And for the business, when someone has gone home, others have to pick up the extra work, leading to more pressure on those team members, and resentment towards the absent person (or their manager). It’s much better if you can work with the person to negotiate a way they can stay at work – perhaps some reasonable adjustments are needed for a certain period of time. But in order to navigate these conversations, managers have to have good skills and a solid understanding of the complexities of mental health issues.

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2. Play nice and be kind
– given the research shows that between 20-30% of people will experience a mental health issue each year, it is not anything to be frowned upon, or which should be a surprise for managers. It doesn’t discriminate according to your job position either. It just as likely could be a supervisor, a senior manager, or the CEO who is going through something challenging like this. So when we are responding to mental health in the workplace, we need to consider how we would like to be treated if it was us? The relationship that the staff member has with their direct supervisor is the most critical indicator of how a mental health problem will impact the workplace. Whether it is a small matter that gets dealt with early, or whether it unravels and becomes a psychological injury claim. Managers need to watch their own frustration with people experiencing mental ill-health, in order to manage it in the best way possible. This takes a high degree of resilience and emotional intelligence.

3. Have higher expectations of people with mental health problems
– returning again to the statistics of 20-30% or people, that means that up to a third of your workforce may be experiencing mental health problems in any one year. Mental health problems may impact on their work, but for many people work becomes a safe haven, where they can feel productive and contribute. Just having a mental health problem does not necessarily mean the person has lost any intelligence, skills or capability. However they may need some extra support. At the WMHI our position is that we need to support employees to meet the expected level of performance, rather than lower the expectations. This is another conversation that managers need to be able to have skilfully.

That is what I’d like to communicate to your managers too. If this sounds right to you, I’d be happy to have a chat with you about these concepts if you think it would be useful.

Author: Peter Diaz

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Taking care of the bottom line through good mental health

12/07/2016

I was reading an article from the UK about a lady who had a mental health crisis working in the retail industry, with a strict employer who constantly demanded their minimum wage employees push clients to spend thousands of pounds in one transaction. She talks about the high turnover rates among the 100 plus employees, and the impact the working environment had on her mental health.

And it got me thinking – how many employers are there out there who spend such a huge portion of their time, effort and resources focussing on creating sales, to generate higher and higher income, while at the same time they completely forget that the ways in which they treat their staff can end up costing them much, much more. Turnover is just one aspect of this – the cost of recruitment, and time spent hiring and training up a new employee. But then if it’s not a good working environment, it won’t be long before they are spending on more sick leave and having to replace that employee too. Not to mention the costs involved if someone actually puts in a stress claim! That can be a huge drain on the business.

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And it’s not necessarily that managers or businesses are bad or evil. They are people too. And they are likely doing their best to keep everything running, to keep people in jobs. There is a lot of stress involved there too, and sometimes, in cases like this it can filter down to the frontline staff. Before you know it it’s a downward spiral.

BUT!!! it can so easily be reversed by:

1. Training managers in how to better support people within the workplace.

2. Making sure the managers have the support of the executive team – that they are committed to addressing mental health and wellbeing

3. Communicating the plan clearly to all staff, and following through.

Not only will this directly help the bottom line in terms of generating more income – the evidence is very clear that with a healthy and happy workforce, productivity, customer service, and all the other good stuff increases dramatically. But it will also have a huge impact in terms of the money saved in all those places where it is just being drained at the moment.

And besides the financial incentive, what about the fact that the people working in the business are real people too, with thoughts and feelings? Work is such a huge part of our lives, why not make it a pleasurable place to be, rather than one staff dread coming to each day. Now of course it doesn’t mean that you’ll stop all mental health problems – people are still people, and they still have personal lives too, but when someone does have something difficult happening in their personal life, the approach of the manager at work can make all the difference as to whether they spiral downwards and end up needing time off or whether work can become a haven for the person. This makes all the difference not just for the person, but for the business too.

Author: Peter Diaz

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When is the right time to talk about suicide?

04/07/2016

It’s a beautiful morning. Its cold outside but the sun is shining. I’m sitting in a café across from the water starting my work day. And it hits me, today 8 people in Australia will take their own life. 8 people will feel so desperate, so alone, so hopeless, they will take drastic action to end their life deliberately.

I don’t mean to startle you. In fact, we had this conversation in our team just yesterday. You see, we’re developing our online suicide prevention course, and the question was, how do we help people to see how important, how urgent this is, without scaring people? How do we help people to look at something that so often we as a society don’t want to look at or think about? How do we make it OK to talk about suicide, to learn about suicide?

I think the time for downplaying it has ended. In Australia we now have a situation where more people die each day from suicide than through road accidents. Let that sink in. More people deliberately take their own life, than by accident on the road. And 6 of those will be men. What is going on for men? Well there are many and complex issues, which I won’t go into right now, that’s for another article.

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You know we’ve seen increasing rates of suicide over the last few years, despite the growing focus on mental health issues. How can that be? Well, there are a number of factors, but one thing I think is important to realise is that much of the focus has been on ‘awareness campaigns’. Now that is a good start, and in many cases, where there is a big taboo that is the best place to start – just to get people talking about mental health is an improvement. But if we really want to make a difference it can’t end there. People need real skills, they need to know what to watch for in their colleagues and friends, and they need to know what to do, how to respond.

If we are looking to make a difference in the lives of Australians (and we are), workplaces are a great place to start, as we spend so much of our lives at work, hours at a time, day after day with the same people by our side.

But here I have a frustration too. My frustration is that so many workplaces mean to equip their staff in this area. They want to give them those skills, they want to make a difference to their staff. But with all the competing priorities and demands, mental health training often gets left for later. But I come back to my initial statement. Today 8 people will take their life, tomorrow another 8 people, and the day after that, and the day after that. Every day that we put off mental health training til ‘the next quarter’, or ‘after the restructure’, or ‘when Bob gets back from leave’, is another day that we are at risk of losing a valued colleague, a good friend. Simply because someone didn’t have the training, didn’t notice the warning signs, or didn’t know what to do.

And I get it, I’ve been in senior management positions for a while now. There are competing demands. It’s the reality of business. But if you knew that someone in your team was going to attempt to take their life, would that suddenly make it more urgent? It is unfortunate that so many groups we train, have decided to implement some mental health education AFTER there has been a crisis like this. It’s sad. I just wish they would do it earlier. Do it now. It’s not unusual to have 80% of the room know someone who has taken their life. And yet we don’t hear about it. Part of that is because of the way suicide is reported, but also I think, we don’t want to hear about it. Because we feel helpless, we don’t know what to do. This is where just a little bit of training can make all the difference. I cant count the number of times that someone has come up to us after training, to let us know they used one or some of the techniques we taught them, and that it made such a big difference in the lives of their friend/colleague/family member.

Well, that’s my thoughts for today. I hope it hasn’t been too much of a downer for you. Suicide is a serious matter, and we need to act, we need to do something. But life is meant to be enjoyed too. So As I said, it’s a beautiful day today. I’m going to enjoy it, be grateful for the simple things like the sunshine on the water. The fresh clean water in my glass. And keep working to get the message out there.

Author: Peter Diaz

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Two roles a manager should never play

01/07/2016

Perhaps the main reason leaders get themselves into trouble is they aren’t clear on their role when resolving an employee mental health issue.

There are two roles you should never take on:

Counsellor: It’s not your job to counsel the employee and, in fact, doing so is counterproductive. When you step into the role of counsellor, you blur the lines of responsibility, you inadvertently cast the employee into the role of victim, and you’ll end up being made responsible for anything that goes wrong.

Psychologist: It’s unlikely that you’re qualified to diagnose mental health problems, and arguably, it’s also counterproductive. Even the clinical mental health field is plagued by problems that come from diagnosing people. There is evidence to show that a person’s recovery takes an additional 3 years if there’s a diagnosis because people are naturally inclined to follow social proof – they play the role an ‘expert’ has given them.

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We teach participants at our Workplace Mental Health Masterclass for Leaders to respect that the employee’s problems are not their own and show them how to coach employees to problem solve while providing a safe space where solutions can emerge naturally. We show them how to set an example for their team members, such that mental health issues do not escalate beneath the surface.

Author: Peter Diaz

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We didn’t do anything wrong, but somehow we lost

30/06/2016

Remember Nokia? I had a couple of their mobile phones once upon a time. One of my favourite phones, in fact. It was small, sleek, silver. Easy to carry. Easy to use. And stylish. It was perfect until…smartphones came on the scene. Why do I tell you this?

The CEO of Nokia in May admitted defeat saying, ’we didn’t do anything wrong, but somehow we lost’. Why? New ways of doing things; the fickleness of human nature – we like something one minute, we dislike it the next; and then…some not so clever decisions. Is there something to be learnt here? How is this related to mental health at work?

Well, while Nokia may claim to be innocent and a victim of circumstances, is it accurate to say that ‘we didn’t do anything wrong’? Let’s have a look.

Undoubtedly, Nokia was big. Had tremendous resources. It also had a problem many organisations share – they get complacent. Here are some comments people have made as to what went wrong (and see how that matches against some poor approaches to mental health in workplaces):

‘They were reactive instead of responsive’. A common mistake in mental health too. Companies wait till there is a crisis, then they act – IF they act. Often the attitude continues to be, ‘let’s wait and see’.

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“They thought ‘We are Nokia – we have all the engineering know-how in-house we don’t need developers”. This is another common one. The education of staff on mental health issues is carried out in-house. There are some problems with this approach – can you think of some? Too often this work is delegated to someone that hasn’t got the expertise but likes the topic as a ‘hobby’. And even if the expertise is there, is that their job? Usually people have full time jobs and training is added onto their busy schedule, making the mental health training program unlikely to succeed.

“They didn’t try anything new.” In mental health, if what you do isn’t working, you have to try something new. Some organisations have tried one thing – a mental health morning tea, or a couple of posters, and didn’t get the result they wanted. It might have been a great initiative for a little while, but soon everyone forgot about it and went back to business as usual.

“They failed Deliver with Speed and Simplicity”. Too often leadership teams lack an understanding of what is needed in mental health and wait to have all the information. When this is lacking, either the decision is delayed, with negative results for the business and the bottom line, or; the job is given to some ‘big’ mental health organisation as a means to shift the responsibility onto them (we tried…we gave it to ‘what’s-its-name’). The good news – you don’t need all the data to make decisions – just enough to see the benefits. A sense of urgency is important to get the results.

So, what do we learn from Nokia? Don’t be like Nokia. Learn, innovate and take action. Call me and let’s have a chat.

Have a mentally healthy day!

Author: Peter Diaz

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Building a Mentally Healthy Workplace: 2nd Pillar

05/08/2015

Workplace mental health is a growing concern for many managers. Many of the traditional approaches to addressing mental health at work, are simply not working, and in some cases, are even making things worse!

In this video series, the 7 Pillars of a Mentally Healthy Workplace, we take an honest look at 7 principles, or 7 areas, that if addressed can minimise the impact of mental ill-health at work, and create a healthy and safe workplace culture that performs really well, even under high pressure situations.

Today, I will be talking about Pillar number 2 – Organisational Plasticity.

Pillar, or principle, number 2 – Organisational Plasticity helps managers like you address a Toxic Fume that often creeps into teams inadvertently, the toxic fume of the ‘Fear of Making a Mistake’.

You see, managers are expected to avoid risk at all costs these days. And that means they are looking for a definite process, that will deliver a definite result.

But when it comes to Mental Health, there is no definite solution for all employees. There is no one size fits all process to be followed.

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Unfortunately, when someone becomes mentally unwell at work, most workplaces tend to apply just 2 default options – either send the person to an EAP service (that’s an employee assistance program), or send them away on leave. While these two options are a good start, they are just not enough. And the underlying message that staff can hear is go take your problem somewhere else. Now I know that’s not what is meant, but that is what some people will hear.

In our mental health workshops for managers, we educate participants about the concept of frames in mental health. A frame, is a specific way that a person makes sense of their world – their life view.

Square businessman fitting in form That means that they come to you with an understanding, and an explanation, of what life is about, what is happening for them, and what needs to be done, that might be completely opposite to yours.

Our workplaces, and indeed our society right now favours the Medical and Psychological frames. That is why, when someone is unwell, most workplaces encourage the person to seek medical help, or counseling (usually through EAP). But not everyone views mental health through these lenses.

And this is important because your colleague is going to access the help they need through their preferred frame, not yours. And, if they are to recover, they will do so by taking steps through their preferred frame.

If we, as managers or as organisations, push our own frame onto the person, the likely result will be one of conflict, resistance and, in some cases, complaints of harassment and/or bullying.

So what can we do? Firstly, we need to find out the persons Frame – their preferred explanation of what is happening. Once you know their frame, you know what motivates them, now you are ready to elicit solutions from them and get better outcomes. We talk more about how to do this in our Workplace Mental Health Masterclass for Leaders course.

And what can we do as organisations? We need to be willing to be very flexible in our approach, and provide a range of possible solutions & supports for people to access.

Now, this can be difficult for managers, and when faced with a complicated mental health situation, many feel out of their depth. And that’s to be expected. After all, managers are trained in management, not in mental health or psychology. Why would we expect them to be experts in this area?

But because of that unknown, more often than you think, managers hope that the problem will go away and, when it doesn’t, they do what we all do in difficult situations: overreact and become rigid, even controlling. Why? Because we fear making a mistake that will hurt our reputation and we become defensive.

Instead of becoming very rigid in our approach, we need to do just the opposite, open up to alternative solutions, that are chosen by the individual. These are the ones that are most likely to work – getting the best outcomes for the person involved, the whole team, and the business.

How else can we demonstrate this second pillar – Organisational Plasticity?

Make sure that you engage your team in coming up with a variety of honest and truly flexible arrangements that encourage wellbeing in your teams. This can be a very useful & healthy exercise for all, especially if everyone can benefit, regardless of whether they have a mental illness or not. Or course, this doesn’t mean that anything goes. We understand that these Authentically Flexible arrangements will, out of necessity, vary from one organisation to another. But these are a great start.

The other thing you can do is to make sure you get to be known by your team as someone able and willing to adjust and adapt as necessary. Someone able to let go of old ways and embrace new ways. This will build the trust you need to build a great team that has fun and enjoys good mental health – while also performing at high levels! ☺

And there you have it, Pillar number 2 Organisational Plasticity – address the fear of making a mistake that creeps into teams when it comes to mental health and encourage authentic & flexible arrangements as a way to build trust.

I hope you enjoyed this video. I wonder if it would be ok with you that I ask that you share this video with other managers or HR and WHS professionals that you think might benefit. Thank you. Bye for now ☺

Author: Peter Diaz

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Category Archives: Workplace

Beware Declaring War on Bullying

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Expert insights and tips on how to build resilient and mentally healthy workplace cultures delivered straight to your inbox each month.

Is Mental Health Really Getting Worse or Are We Just Talking About it More?

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3 little known things that are making people’s mental health worse

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Top 3 Tips for HR Managers

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Taking care of the bottom line through good mental health

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When is the right time to talk about suicide?

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Two roles a manager should never play

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We didn’t do anything wrong, but somehow we lost

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Building a Mentally Healthy Workplace: 2nd Pillar

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