Working Well with Well Working Well with Well WorkersWorkers

PART OF THE HSA GROUP

Presentation Overview• Early warning signs at work?• What the research tells us

> Rethinking stress management > The role of personal factors> Personality profiling

• Unpacking the individual> Strooper effect> Beliefs and how they work> Beliefs behaving badly

• Supportive leadership> Emotional Intelligence

• Work team client• What we can do about it (be smart)

Early Warning Signs at Work• Excessive distress reactions to minor operational hassles • Low energy and fatigue• Increased use of negative/harsh/critical language• Decline in performance or erratic performance• Disengagement and withdrawal (including excessive absenteeism)• Increased use of nicotine, caffeine and alcohol• Unusual (for them) distress reactions to minor hassles• Increase in tension/irritability, negative/cynical comments• Feeling of being jumpy or wired/anxiety increase/concentration

decrease• Intrusive recollections of incident or other events• Feeling tearful, angry• Increased absenteeism• Drop in performance standards

What the Research Tells Us

• Typical pattern of drivers of wellbeing and distress, as based on analysis of over 850,000 individual employees from private and public sector agencies and multiple industry. Undertaken by the University of Melbourne.

Leadership Behaviours

Work TeamClimate

Personal Factors

PositiveWork Experiences

Individual Morale

Personal Factors

LeadershipBehaviours

Work TeamClimate

NegativeWork Experiences

Individual Distress

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Rethinking Stress Management

• Is Not Stress Reduction

IT’S THE ABILITY TO HAVE POSITIVE MOMENT BETWEEN THE NEGATIVE ONES

Personal Factors

Personality Profiling for Low Resilience

Vulnerable Personality

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3

4

5

6

7

8

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10

Factors

Ste

n S

co

res

Series1 4 5 2 3 6 2 2 6 7 7 8 8 2 7 2 6 3.3 8.5 6.9 2.2 2.1

warmthreasoningemotional stabilitydominancelivelinessrule- consciousnesssocial boldnesssensitivityvigilanceabstractednessprivatenessapprensionopen to changeself relianceperfectionismtensionextraversionanxiety tough mindednessindependenceself control

A B C E F G H I L M N O Q1 Q2 Q3 Q4 EX AX TM IN SC

Finds it difficult to bounce

back from lets downs

Finds it difficult to bounce

back from lets downs

Tends to let other

have their way

Tends to let other

have their way

Untrusting and vigilant of other’s motives

Untrusting and vigilant of other’s motives

Keeps thoughts and

feelings to self

Keeps thoughts and

feelings to self

Self doubt worry,

awefulise

Self doubt worry,

awefulise

High levels of anxiety

High levels of anxiety

Individual FactorsPsych 101

Individual FactorsCall out the colours as quickly as possible

Individual Factors

Individual Factors• Belief Systems strongly influence how we feel and what we do.

 AA

ActionsActions

BBBeliefs

CCConsequences

C1 Feelings

C2 BehaviourKick in leg by disabled person(6)

Kick in leg by punk

(6)

“We are not so much disturbed by the things that happen to us, but by the thoughts we have about them.”

Plato

Individual factors

Top 3 Irrational Beliefs

The Impact of Experienced Stress

Supportive Leadership

Managing Core Service Delivery• establishes clear goals & priorities• communicates a clear vision for the future• effective project management• focus on strategic context• values quality• encourages innovation

Developing People• encourages individual development• coaches staff• supports training & development

Managing People• encourages feedback• builds internal & external relationships• demonstrates personal integrity• values ethical behaviour • manages change effectively

Supportive Leadership

treats staff with respect

accessible and approachable

encourages staff to take initiative

can be relied on under pressure

actively seeks the involvement of staff

understands the problems faced by staff

proactively addresses staff concerns

role models organisational values

EQ: Emotional Intelligence

Motivating oneself; This involves marshalling emotions in the service of reaching a goal. Being able to give yourself emotional ‘kick along’ to keep momentum up towards our work, relationships and achievements are always based upon having a vision and feeling good about it.

Recognising emotions in others; As a fundamental part of empathy which creates in us a greater ability for altruism. This involves becoming highly sensitive to the subtle social signals from others about their needs and wants.

Work Team Climate

SupportApproachable

Proactive

Evenhanded

Empathic

Helpful

Word-Action

Consistency

Role Clarity

Guidance &

direction

Micro &Macro goals

Expected behaviours

Team work

Informationsharing

Collaboration

Courtesy

Decision-Making

Inclusive

Consultative

Empowering

Ownership

Alignment : personal & work team priorities, values & direction

Feedback

Immediate

Constructive performance & behavioural

specific

Development

Training

Coaching On the job learning

70%Morale Discretionary Discretionary

PerformancePerformance

Key Principles of Acceptance and Commitment Therapy

• Cognitive defusionReducing the influence and impact of negative self talk

• Expansion of awareness/psychological acceptance Non avoidance of negative internal events - natural discomfort vs secondary discomfort

• Engagement with the presentIncreasing here and now experiential focus

• Stepping back to the ‘observing self’Positive detachment

• Values clarificationIdentifying what is important in life and focusing personal resources on valued domains

• Committed action Taking practical and systematic steps to achieve valued personal goals (SMART GOALS)

Individual Factors

Reducing Amplification of Negative Experience

Being SMART

• Dissociating from Radio Doom and Gloom> Not focused on negative thoughts (defused or become Teflon)

• Goals Setting:> Specific (if it doesn’t fit in a wheelbarrow it doesn’t exist)> Measurable (you can measure the difference)> Achievable (not pie in sky)> Realistic (small steps)> Time Oriented (set deadlines)