working well with well workers part of the hsa group
TRANSCRIPT
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Working Well with Well Working Well with Well WorkersWorkers
PART OF THE HSA GROUP
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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)
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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
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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
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Personal Factors
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Personality Profiling for Low Resilience
Vulnerable Personality
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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
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Individual FactorsPsych 101
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Individual FactorsCall out the colours as quickly as possible
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Individual Factors
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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
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Individual factors
Top 3 Irrational Beliefs
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The Impact of Experienced Stress
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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
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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.
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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
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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
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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)