The Role of Supportive Leadership in Building Psychologically Healthy Workplaces

Transcription

1 The Role of Supportive Leadership in Building Psychologically Healthy Workplaces Rachel Clements Co-founder and National Director Centre for Corporate Health Group Proud Supporter

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3 Agenda Creating a Supportive Workplace What causes psychological injury? CFCH Research The role of supportive leadership What does supportive leadership look like? How can we build it?

4 Creating a Supportive Workplace

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6 MENTAL HEALTH CONTINUUM $ $ Treatment/Support/Rehab & Monitoring $ Prevention Early Intervention Well Becoming Unwell Unwell Recovering Ref: Mental Health First Aid Manual

7 What causes workplace stress?

8 What causes psychological injury claims? Other Stuff!!!!

9 Centre for Corporate Health Psychological Injury Research Centre for Corporate Health, Analysis of Psychological Injury Claims Over 6000 WC Claims 85% of assessed claims Injured Worker has a clinical diagnosis 79% Adjustment Disorder 3 Main Causal Factors: Managerial Issues Performance management Managing change Leadership style Relationship Issues Communication Teamwork Interpersonal Conflict Personal Issues Personality (Hypersensitivity/Emotionality) Emotional Resilience Morale (Vocational Discontent) Work life skills

10 Interpersonal difficulties/conflict Critical incidents Management Behaviour High workload Internal Investigation Performance Management Management Decisions Organisational Change Person/job fit Whistleblower Frustrations with "System" Work Related Factors Source: Centre for Corporate Health, Analysis of Psychological Injury Claims % 18% 16% 14% 12% 10% 8% 6% 4% 2% 0%

11 Hyper-sensitivity Aggressive Depression/Anxiety Dependent Perfectionistic Obsessive Poor Coping Skills Paranoid Borderline Narcissistic Personality Factors Source: Centre for Corporate Health, Analysis of Psychological Injury Claims % 25% 20% 15% 10% 5% 0%

12 WC claims for psychological injury a much larger issue Psychological injury is a symptom of a much larger systemic issue. Occupational stress is a result of broader organisational dysfunction. Therefore we need to tackle the real causes not just the symptoms.

13 Managing Safety Risk

14 What about this safety risk?

15 Leadership.. Who s at the helm? OR

16 Typical Monthly WHS Committee Meeting 16

17 Evidence-Based Leadership

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23 Predictive Validity: Effectiveness as rated by others + - Copyright Licensed exclusively to CLS360 Pty. Ltd.

24 Impact of poor leadership on organisational effectiveness Individual Morale Job satisfaction Engagement Turnover Stress/Psych injury claims Return to Work Group Cooperation within teams Collaboration across teams Team climate Organisational Product/service quality Customer service External adaptability to change/market pressures

25 Case Study Executive Manager Under extreme pressure from stakeholders High workplace stress High staff turnover 1 Director resigned (another 2?) 12 managers actively looking for new jobs Inefficiencies Complaints from customers Increased WC claims and costs Corruption allegations Australian Norm Group Copyright Licensed exclusively to CLS360 Pty. Ltd.

26 Developing Leadership Capability Managers and supervisors are able to understand their own unique styles of behavior and learn how to adapt and complement their styles to achieve greater interpersonal effectiveness Leaders are more aware of, and understand how their interpersonal behaviour impacts on their teams, peers, direct reports and managers Leaders are more emotionally intelligent being able to better manage the impact of their leadership styles on those around them Leadership styles shift to more adaptive, long-term and transformational styles, better suited to the challenges of a rapidly changing 21 st Century business context Leaders have the knowledge and skills, and have practiced them, to adjust their behaviour to enhance their impact on others to achieve better leadership outcomes and team effectiveness

27 Supportive Leadership Behaviours Checklist of Leadership Behaviours/Actions Increase opportunities for connectedness Get to know staff Spend time face to face Assume a mentoring role Regular catch ups/reviews Goal setting Opportunities for mastery Strength based approach Celebrate and savour achievements Invite and acknowledge honest feedback Discuss expectations Role model supportive leadership Use peer to peer support Monitor workload Express gratitude Use listening, empathy and understanding Give permission for flexibility Build self efficacy (practice, role modelling, positive self-talk) Savour positive experiences (celebrate, recall, express, What Went Well)

28 In Summary My three key take aways. Building a psychologically healthy workplace is a leadership issue We must address the real causes of workplace dysfunction to improve psychological health Building leadership capability is the key to building organisational resilience

29 Further Information Rachel Clements Co-founder and National Director Centre for Corporate Health Group (02) Proud Supporter