Building a psychologically healthy workplace The Manager s role in resilience. Derek Mowbray.

Transcription

1 Building a psychologically healthy workplace The Manager s role in resilience Derek Mowbray MAS

2 What is the challenge? What is the role of Managers in preventing stress and strengthening resilience? What causes stress? How can organisations prevent stress? Why prevent stress? Does resilience prevent stress? A resilient organisation and workforce

3 What is the challenge?

4 Invitation for you to react Events Behaviours Yourself (mood) Context Reaction Emotion Behaviour Actions Response Control Arousal Evaluation Motivation Attitude Strategies Derek Mowbray 2015 Reply

5 A stimulant until personal control is lost Pressure Engagement Tension A stimulus to get rid of the tension An impairment to performance Strain Stress Dis-engagement A catastrophe can lead to serious ill health Derek Mowbray 2008

6 What causes stress? Internal or external events and behaviours that are perceived as uncontrollable

7 Causes of strain and stress Corporate Events Personal Events Peoples behaviour Leaders Managers People Poor leadership Purpose ambiguity Toxic Culture Complicated structure Unnecessary change Financial collapse Mergers and acquisitions Downsizing Growth and expansion Draconian regulations Cosmetic values Poor management Work life inbalance Inadequate IT Inadequate car parking Lack of own space Hot desks Open plan offices Irrelevant meetings Uncontrollable time Clashing expectations Excess demands Inadequate induction Lack of exercise Poor nutrition Poor manager behaviour Conflict relationships Bullying/ harassment Discrimination Intimidation Job insecurity Poor performance tolerance Fear Impersonal interaction Isolation Boredom Loss/bereavement Accidents/illness A people manager vacuum Derek Mowbray 2008

8 Why prevent stress? Stress is a major impediment to performance

9 Tension Pressure Strain career opportunity communication openness involvement Work life balance job values poor relationships quick fix pay Engagement training development challenge commitment ambiguity harassment intimidation performance appraisal trust team working encouragement boredom poor leadership isolation PsychoPresenteeism Dis-engagement excess demand insecurity Stress conflict procedures bullying occupational health policies employee assistance escape Derek Mowbray 2008

10 The price of stress 100% 90% 80% 70% Psychopresenteeism 60% 50% 40% 30% Attrition 20% 10% Sickness absence 0%

11 Does resilience prevent stress?

12 Prevention The WellBeing and Performance Agenda Resilience Prevent deterioration. Developing flexible strength of mind Events and behaviours Palliation Support for the chronically ill Recovery Bounce back Post traumatic growth

13 Tension Pressure Strain career opportunity communication openness involvement Work life balance job values poor relationships quick fix pay Engagement training development harassment ambiguity challenge commitment intimidation Resilience performance appraisal trust team working encouragement boredom poor leadership isolation excess demand insecurity Stress conflict procedures bullying occupational health policies employee assistance escape Derek Mowbray 2008

14 I solve problems I ve a lot of practical skills I m good at juggling time I have a will do attitude. I m perceptive I m alert I anticipate I m inquisitive I m empathetic I m patient I m attentive I m assertive I have the flexible strength of mind to deal with anything I am a resilient person

15 Where does resilience come from? Derek Mowbray 2015 Resilience comes from having a resilient attitude about: yourself, the challenges you face, and the difficult behaviours you encounter. A resilient attitude is a strong sense of knowing you will: rise up to and overcome the challenges you face

16 How can organisations prevent stress? By preventing the events and behaviours, that may cause stress, from occurring in the first place.

17 Products Services Governance Regulations Law Technology Information Purpose Strategy Policies Organisation Workforce WellBeing and Performance Estate Supplies Customers Market Media Reputation Leadership Management Shareholders Costs Profit Investments Reserves

18 WellBeing and Performance Development Framework Peak Performance Attentiveness Reliability Intellectual flexibility Conflict management Humanity Encouragement Discovery Commitment Trust Kinship Motivation Concentration Social engagement Adaptive Culture Adaptive Leadership Adaptive Working Environment Adaptive and Resilient Person Derek Mowbray 2014

19 Derek Mowbray 2014

20 Contributions to psychological wellbeing Resilience Success Purpose Self-efficacy Hope Meaning Pleasure Empowerment Control Happiness Gratitude Attachment Self-esteem Flow Optimism

21 Intelligent Behaviour Attentiveness Humanity Attitude Intellectual flexibility Reliability Humour Encouragement Conflict management

22 Sharing Responsibility for the Future Success of the Organisation

23 Leadership capacity Shared responsibility Continuous learning Organisation focus Elephants in the room Independent judgment

24 The WellBeing and Performance Agenda Culture Leadership Environment Workforce Achievement Professionalism Performance Productivity Profit What can be done to transform organisations into fabulous places to work, that provide the conditions that provoke the workforce to thrive and produce consistent achievements?

25 What can managers do to prevent stress and strengthen resilience?

26 Uncontrollable Natural events Health Economy Government Institutions Controllable The workplace Work Wellbeing Daily activities Emotions Reactions Interactions

27 Corporate Resilience Prepare alternative scenarios for each risk Prevention of stress and Workforce resilience Prevent the events and behaviours from occurring in the first place Prevention of stress and Personal resilience Provide direction, encouragement, motivation, nurturing, support and appraisal to each individual personally

28 Prevention of stress Cultural rules Purpose Leadership style Vision Corporate values Cultural values

29 Prevention of stress Communication Worklife balance Recruitment Job purpose Encouragement Involvement Cultural Rules Job challenge Performance appraisal Openness Career opportunities Training and Development Team working

30 Personal resilience development framework Knowing how to deal with behaviours Interaction Problem solving Relationships Organisation Self awareness Determination Vision Self confidence Knowing yourself Knowing how to deal with events Derek Mowbray 2008

31 What is the challenge? What is the role of Managers in preventing stress and strengthening resilience? What causes stress? How can organisations prevent stress? Why prevent stress? Does resilience prevent stress? A resilient organisation and workforce

32 Building a psychologically healthy workplace The Manager s role in resilience MAS Thank you