Tips 2 | Workplace Mental Health Institute

4 Leadership Styles Every Leader Needs to Know

31/01/2017

Have you ever given feedback to a team member and felt it wasn’t received well? Or communicated the outcome you want, and what’s eventually delivered doesn’t resemble what you asked for?

Giving constructive feedback and direction is a critical skill for all leaders, but it’s not always easy to do. You want to balance the need to achieve outcomes with maintaining a great relationship, knowing it’s inevitable that team members will get it wrong sometimes.

The key is to use the correct leadership style for the person you are leading. A great tool to help you do this is the Competence / Confidence Matrix, adapted from research done way back in the 70’s. But unlike your safari suit, this model has stood the test of time.

1. High commitment / Low competence: Guide and coach

This might a new person on the team – a recent graduate or even an experienced player who isn’t yet familiar with how your team goes about things.

Discuss and decide on ways of doing things
Identify and provide the training needed
Accept early mistakes as important opportunities for coaching
Give responsibility and authority for the aspects of tasks the person can do
Require frequent updates early in the project, but relax control as progress is shown

2. High commitment, High competence: Delegate & release

These are your proven performers. The worst thing you can do is make them feel micro-managed.

Involve the person in decision-making
Frequently as the person for opinions
Give responsibility and authority because the person is competent and committed
Ask for updates at important moments or when the person has questions

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3. Low commitment, Low competence: Direct & tell

You don’t want people in this category for long. You may be able to help them increase their competence or commitment, or it may be time to break up.

Discuss what would motivate the person and agree on what’s possible
Set clear rules, methods and deadlines
Give responsibility and authority for aspects of the task the person can do
Plan tasks in such a way that ensures the person has some success quickly
Identify & provide the training needed
Require frequent updates early in the project, but relax control as progress is shown

4. Low commitment, High competence: Excite & inspire

Your mission is to find out why their commitment is flagging. Are they looking for a new challenge, or are they disengaged with you, the team, or the company?

Discuss why the task is important and why the person is the right choice
Discuss what would motivate the person and what’s possible
Give responsibility and authority because the person is competent
Require frequent updates

Thinking back on recent interactions that went well, was there a relationship between the style you used and the competence and confidence of the team member? What about interactions that didn’t go well – might a different style have produced better results?

Delegating, directing and managing performance is something we all struggle with at times. Even highly experienced leaders come across people they just can’t figure out, or regardless of how consciously they try, where any interaction with the person just ends up pushing buttons! But know that engaging and developing the skills of team members is the cornerstone of good leadership and your genuine efforts today are influencing the next generation of leaders who are currently under your mentorship.

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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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.

Read more on workplace mental health and wellbeing….

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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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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.

Read the other Pillars of Mentally Healthy Workplace….

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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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Managing Work Stress Prior to Christmas

20/10/2014

It’s around about this time of year that many people in organisations look at their calendar and realise they’re on the downhill run to Christmas.

It’s a time when managers and HR professionals notice an increase in the number of employee complaints, performance issues, absenteeism and team conflict. In the counselling and psychology professions, Christmas / New Year is also when we see a sharp increase in the number of people reaching out for help.

So I thought it timely to explore some of the common challenges your staff may be facing during this time and how, as leaders, we can support our team members through it to help them enjoy their break and to welcome them back refreshed in the New Year.

Financial pressures

For some people who are just keeping their head above water during the year, living month to month with a maxed out credit card, Christmas can be an anxious time. Many people worry about how they’ll give their family a nice Christmas experience with the associated cost of food, drinks and gifts.

Presence or absence of family

Extended families coming together over the Christmas holidays can be a source of stress, be it from arguments or conflict between family members, or a keenly felt absence of a family member. Quite often people feel dragged back into old family roles and dynamics that they have worked hard to distance themselves from and this can be very frustrating.

On the other hand, absence of family and friends is also an issue. Employees who are estranged from their family or have few friends outside work can feel isolated and despondent over the Christmas break as they’re left with their own thoughts and without their usual routines to distract them.

You can read more on Workplace Stress….

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‘Wrapping things up before Christmas’

Christmas is one of those deadlines that seem tidy and appropriate, but unless you are in fact Santa Claus, can be fairly arbitrary. When clients, project managers and senior managers are all requesting a ‘pre Christmas’ deadline, it can certainly crunch the employees further along the value chain who then need to put in the extra hours.

General exhaustion

It’s no surprise that the pace of work these days is intense, and getting to the end of the work year can feel like crawling across the finish line of the Hawaiian Ironman. The realisation that after a week or so of rest, a person must back it up and do it all over again, can be overwhelming.

So given we now know this is going on for some people in our team, as leaders and as team members, how can we help?

3 things we can do for our staff and colleagues

1. Be on the lookout for warning signs

While some level of stress is normal – actually desirable for high performance – there is a point where it stops being ‘just stress’ and becomes something more. Symptoms like irritability, conflict with coworkers, angry outbursts, avoiding people or difficulty completing tasks, where these symptoms present for an extended period and are out of character for the individual, can indicate a mental illness.

2. Review workloads

Under-resourcing is one of the fundamental contributors to chronic stress and burnout in organisations – particularly those with a fast-paced, ‘just get it done’ culture. Leaders who see patterns of stress claims and absenteeism in parts of their business might look closer to see if the workload and resourcing are appropriate in those areas.

3. Say thanks

Send a personal email or better yet, sidle up to the person and let them know you appreciated their help this year and that you’re looking forward to working with them next year. Whether you’re a leader acknowledging a team member or a team member saying thanks to a colleague in a support department, it shows that we respect that person’s abilities and their contribution to the team. It doesn’t have to be a formal presentation or elaborate awards night – sometimes a quiet, genuine and personal thanks works better.

Please check our Workplace Mental Health Courses….

3 things we can we do for ourselves

As leaders, if we stay calm and unflappable when the pressure is on, our staff will follow our lead. And the things we can do at the end of the year to restore ourselves are the same things we can do throughout the year to remain resilient to the challenges that crop up.

1. Do what restores you

Is it reading a book? Listening to music? Throwing a party? All work and no play makes Jack a dull boy, as they say. Try getting some regular exercise and quality sleep – both are proven ways to combat chronic stress and improve your mood.

2. See a counsellor or psychologist for some practical strategies

Say you have a challenging relationship with a family member, and you’ll be spending a bit of time with them over the Christmas break. And say you’re worried they might end up in a shallow grave under the mango tree at your hand. Well, a good counsellor or psychologist can help unravel the dynamic between you and that person and give you some strategies to resolve the issue or at least lessen the likelihood of being triggered.

3. Undertake some structured life planning

New Years resolutions are a great idea, but lots of people go about them the wrong way, and that’s why many are in tatters by the second week of January. Consider doing some structured life planning, where you set a goal for each domain of your life: career, family, relationship, artistic, spiritual, etc. Consider involving your partner and family in the process (and with meddling auntie now under the mango tree it should be easy). Set small, achievable and measurable goals that will help you build confidence and therefore momentum to tackle the bigger ones.

The concerning statistic that we’re hearing more and more these days is that 1 in 5 adult Australians suffers from a mental illness. Mental illness doesn’t discriminate in who it chooses and it can happen at any time. But there are things we can do to minimise the chances of it taking hold in our most valuable business asset – our people – and degrading creativity, productivity and happiness.

Author: Peter Diaz

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Unlocking The Mysteries Of Workplace Madness – Part 2

22/07/2014

Good mental health at work can be tricky. The workplace is a place where rules of behavior need to be observed. So, what room is there for madness at work? Is there any?

In Part 1 of our interview, Mary O’Hagan made the point that madness should be respected. But how? This comment in itself stretches some of the common (mis-) understandings on mental illness, or ‘Madness’ as Mary likes to call it.

You can read the other parts here….

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In part 2 of our interview, Mary makes the following fascinating points:

Madness doesn’t turn you into a saint
How having a mental illness can shape you
Bringing mental illness into the workplace benefits your customers
How to talk to someone with a mental illness
Flexible supports are not specific to people with mental illness at work
Some accommodations important to people with a mental illness

What do you think? Is there a place for madness at work?

Would love to hear from you

Author: Peter Diaz

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Unlocking The Mysteries Of Workplace Madness – Part 1 of 3

10/07/2014

I love talking about mental health at work. In our Mental Health First Aid courses, I especially love talking to people about tips and strategies for dealing with a mental health emergency. So when I thought about interviewing Mary O’Hagan, I knew I had to make it happen! Mary brings a distinct flavor to mental illness or, as she likes to call it, ‘madness’. Her approach is easily aligned with the way we view mental health here at the Workplace Mental Health Institute (former Mental Health Recovery Institute). That’s why I feel that, if we are to unlock the mysteries of workplace madness, we need to listen to Mary.

You can read the other parts here….

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For those of you who know Mary, she needs no introduction. She is a former National Mental Health Commissioner, author, and someone I consider a giant in the field of Mental Health Recovery. I have the utmost respect for Mary’s opinion and it’s an opinion the mental health field needs.

What you’ll get in this Part 1:

Hear a little of Mary’s fascinating journey
When it’s important you don’t listen to mental health experts
Get some real tips on mental health recovery at work
When madness is ok and why it deserves respect
What madness has to contribute to the workplace
How a mental illness can increase resilience at work
How the workplace can help people feel better

You can watch Part 1 of this interview here on Workplace Mental Health Institute on VIMEO also

We’ll be releasing Part 2 in a couple of days. Talk soon

Author: Peter Diaz

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10 Essential Elements of a Workplace Wellness Strategy

09/04/2014

1 in 5 people are impacted by mental health problems (Read our discussion paper) every year in Australia. That means that at least 1 in 5 of your employees will either experiencing a full blown mental health crisis, or an unidentified one.

This is well known to impact on productivity, absenteeism, presenteeism, workplace injuries and accidents, and team morale.

Not only that, but the expense of these problems to Australian businesses has been identified as up to $3.6 billion every year. The average psychological injury claim itself costs $250,000.

When compared to the tax on time and money, a business with a solid Workplace Wellness Strategy makes good financial and human sense.

Many businesses are now implementing a Workplace Wellness Strategy as part of, or alongside, their Workplace Health & Safety plan. But a Workplace Wellness Strategy doesn’t always come easily. What are the essential elements of a Workplace Wellness Strategy?

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This week we look at the first essential element……

Essential Element #1: EDUCATION

Education is absolutely vital, and is usually the first place to start.

A good Workplace Wellness strategy includes training in mental health and workplace wellness for all staff, as well as specialist education for leaders.

Traditionally, organisations have not made themselves responsible for the mental and emotional wellbeing of staff. In fact as a society, we have very poor mental health literacy. So before a Workplace Wellness Strategy can really be developed and implemented, organisations, and the individuals within them need to educate themselves about mental health.

The whole team, but especially the leaders, need to understand how the human brain works and what will hinder or promote wellness within the team. Gone are the days when bosses didn’t need to know anything about psychology. This generation has higher expectations of support from their leaders. Leaders have to be well prepared, in order to have the stamina necessary to meet the new expectations of their workers.

By providing education in mental health and workplace wellness, leaders of an organisation are also sending the message that this conversation is not only acceptable, but welcomed within the culture of the company.

But is education enough? We don’t think so. Stay tuned for the next essential element for your Workplace Wellness Strategy

“If you think education is expensive, try ignorance” Harvard President Derek Bok

Author: Peter Diaz

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When Your Body Speaks, Its Time To Pay Attention

05/11/2013

Feeling run down? Aching muscles? Sore head? Listen to your body!

Your body is always speaking to you, giving you directions about which decisions to make. It wants you to live a life in line with your path and your purpose. It’s just that it is speaking in code!

Too many of us blindly ignore our body, thinking of it as a machine – that as long as we keep feeding the body, it’ll keep running. Not true!

An easy example of this is that many of us could come up with a list of signs telling your immune system is weaker than usual. Some of the physical signs include headaches, a cold sore reappearing, even eczema or thrush. The big one is picking up the office colds or flu regularly. Emotional signs you would notice include increased irritability or feelings of fatigue. It’s not rocket science. Our bodies are remarkable messengers. We just choose not to listen. Or we can choose to listen.

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When you notice that funny feeling in your stomach or you start to get a headache around a particular topic, listen to the message from your body. Maybe this is not your path. Maybe it’s telling you to slow down. Maybe you need to reconnect with an activity or person.

Your gut instinct will tell you when you are out of alignment with your path. There are a variety of physical and emotional messages your body tells you every single day.

Feeling tense about a situation you’re not comfortable doing? Feeling forced to do something you’d rather not? Notice the tension in your neck, shoulders and gut. That’s a sure sign you are drifting off your path.

Whatever it is, make it a practice to listen to your body and carefully consider what its message might be. If you don’t listen to your body, it will send you even louder signals!

Author: Peter Diaz

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7 Ways To Enhance Hope

21/10/2013

One of the common themes that emerges from stories of people who have recovered from mental illness, is that of Hope. In studies of consumer recovery stories, it has been found that having Hope for a better future is a major, if not essential element of recovery.

So, how do we help engender hope for someone living with mental illness? Here are 7 ways you can help a person find hope for their recovery.

1. Have Hope Yourself

We must first hold the hope that a person can recovery, even if they themselves do not. Even beyond ‘hope’, have a certainty that Recovery is possible. While we can never know for sure what the future will hold for a person, it definitely won’t happen if they don’t believe it is possible.

2. Say it

It sounds so simple, but many people have been told that they will always have a mental illness, that their condition is ‘chronic’ and that they cannot expect any better, essentially ‘this is as good as it gets’. Simply saying ‘recovery is possible’, can have a huge impact.

3. Look at the Statistics

There are plenty of longitudinal studies that show that over time, up to 68% of people will experience either total (clinical) recovery or significant improvements which are considered ‘psychological’, or ‘personal’ recovery. Those studies also show that we cannot predict which people will experience this recovery based on the severity of their symptoms at any one time. It doesn’t matter how bad it seems, Recovery can happen for anyone.

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4. Look at Others who have Recovered

For some people, the statistics may not be enough, but actually seeing, reading about, or meeting people who have recovered from mental illness can be a very powerful experience, and help them to have hope for their own future.

5. Help Create a Vision

Snyder and colleagues have studied Hope and found that there are 3 components of hope. The first is that people must have something to be hopeful for. As practitioners, we can help people to consider some of the things they would like to have for their life. Exploring personal values, what is important to the person can help them to identify a picture of how they would like their life to be (see next month’s newsletter for ways to explore values).

6. Set some Goals

It has been said ‘the tragedy in life does not lie in not achieving goals, but in having no goal to reach’. Sometimes we worry about setting people up for failure. While it is important to consider the timeframes we place on our goals, we do need to have something to strive towards. Research has shown that simply having a goal improves wellbeing, whether or not the person achieves it.

7. Build Self Confidence

The third of Snyder’s components of Hope is ‘agency’. This is the person’s own belief that they can achieve their goal. You can build agency by helping the person to identify all the things they have accomplished in the past. Help the person make a list, a song, or a drawing about those achievements. Ask them what their strengths are, or use strength cards, to help them identify their own internal and external resources.

Hopefully, we have given you some new ideas on how to help a person find Hope for recovery from mental illness. Do send us an email at admin@wmhi.com.au to let us know how you go with these ideas, or if you have any others to suggest.

Smiles,

Author: Peter Diaz

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Tag Archives: Tips

4 Leadership Styles Every Leader Needs to Know

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Top 3 Tips for HR Managers

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Building a Mentally Healthy Workplace: 2nd Pillar

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Managing Work Stress Prior to Christmas

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Unlocking The Mysteries Of Workplace Madness – Part 2

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Unlocking The Mysteries Of Workplace Madness – Part 1 of 3

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10 Essential Elements of a Workplace Wellness Strategy

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When Your Body Speaks, Its Time To Pay Attention

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7 Ways To Enhance Hope

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