Category Archives: Self Care

Bullying-WMHI-blog-header

5 More Subtle Signs of Workplace Bullying

You may not think of your office as a place where bullying occurs, but believe it or not, this kind of interpersonal conflict happens in places other than just the schoolyard.

In fact,

research has shown that as many as 1 in 4 people report that they have experienced workplace bullying firsthand.

Unfortunately, workplace bullying often goes under the radar. Why? First of all, it’s not always as obvious as the overt name-calling, shoving, and teasing that we have come to associate with made-for-TV bullies. Secondly, bullying can be embarrassing: a team member who is being bullied may not want to talk about it for fear of looking weak. He or she may also feel pressure to avoid ‘dobbing in’ a coworker, or becoming the target of the bully if they step in on someone’s behalf.

But workplace bullying can and should be addressed by managers in any business or company. In the work environment, bullying tends to be a long, slow, and progressive process, whereby the perpetrator emotionally and psychologically manipulates his or her target over time. This can lead to serious problems with an overall workplace environment and may even contribute to lost productivity, increased errors, and other issues that are common with a distracted and unhappy team member (not to mention a worst-case scenario in which companies are held legally liable for failing to protect an employee against bullying).

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5-More-Subtle-Signs-of-Workplace-Bullying

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So, the first step in putting an end to workplace bullying in your company is to learn how to tell if, when, and where it’s happening. Here are 5 subtle signals that your workplace environment may be home to some bullying:

  1. Frequent use of the blame game.

Is there a person on your team who seems to always have an excuse for his or her performance? Does he or she frequently point fingers at someone else, using another person as a scapegoat? Responsibility has to lie somewhere: if someone is unwilling to take personal responsibility for their own actions or inactions, then chances are they’re attempting to unfairly shift that responsibility to someone else.

  1. Minimising the thoughts, contributions, and feelings of others.

Having a patronising attitude toward someone is a subtle way of putting that person down and making him or her feel victimised. A team member who appears to make fun of, minimise, undermine, or discredit someone’s ideas or needs (especially on a consistent basis) could be bullying. They may laugh derisively at someone’s thoughts or ideas; or physically disengage in communication by turning away and changing topic drastically.

  1. Deceit and dishonesty.

We all tell white lies from time to time. But if a person has a pattern of frequently lying, raising false hopes, or saying they’ll do something and then failing to follow through, then this could be a sign that he or she is trying to take advantage of the people around him or her.

  1. Intentional isolation by way of ignoring or excluding someone.

A sensation of “us versus them” can be seriously detrimental to the health and unity of a company. Team members may achieve this by purposefully not inviting someone to a work event or failing to include them in pertinent discussions, meetings, or projects. Purposefully underusing a team member or persistently delegating undesirable tasks to him or her (especially if they fall within many people’s job descriptions) can also be seen as an attempt for separation.

An example of this is, ‘ghosting’, where the bully will ignore a team member’s attempts to communicate for legitimate work reasons, while they acknowledge other people’s communication that they consider more important. While this practice is, unfortunately, widely tolerated in Australia, it is, nonetheless, damaging.

  1. Excessive flattery.

Going overboard on compliments and flattery is disingenuous at best; at worst it can be a form of manipulation, persuading the target to check for the flatterer’s approval on any decisions or action. It can also be used as a prelude to more overt bullying, encouraging a person let their guard down, therefore becoming easier to manipulate.

The best bullies tend to be very smooth operators, able to hide their bullying well, and will leave just enough wiggle room to claim their good intentions are being misconstrued, in the event they’re called out. The best defense against bullies is education and awareness. When people are aware of the signs, it becomes harder for the bully to operate freely.

Keep in mind that workplace bullying can happen at any level and in any direction within your company. Everyone, from senior level executives all the way to the newest team members should be held to the same standards that are necessary to create a positive and healthy work environment.

To your mental health,

– Peter Diaz

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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Workplace loyalty is dead?

Workplace loyalty is dead. Or is it?

Looking around at today’s organisation and it would seem as though employee loyalty to their organisation and organisations’ loyalty to their employees is dead. For many of today’s workforce, the greener grass at the other company or new position is too tempting to pass up. In fact, a recent study by LinkedIn showed that Millennials, those who reach adulthood in the 20th century, will work for nearly twice as many companies in the first five years of their career than their parents did. What’s more, today the average person will have twelve to fifteen jobs in their lifetime. Is this the nail in the coffin for loyalty?

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Workplace loyalty is dead?

A look at history

In the not-so-distant past, loyalty in the workplace meant remaining at the same company throughout a person’s career. During much of the 20th century, employees would work their entire career for one or two employers and in return, the organisation would give their employees the unspoken promise of lifetime employment and a pension retirement. With the popularity of unionisation throughout the 1960’s and 1970’s, collective bargaining agreements and the promise of steady raises and consistent employment held employees to their companies during uncertain economic times where double digit inflation was the norm. However, as the grip of unions began to loosen in the 1990’s in favor of human resource departments and individual performance reviews, employee loyalty began to loosen as well. With the advent of the internet and the expansion of a global economy, suddenly labor costs could be cut dramatically by hiring a less expensive workforce in another country and a company’s loyalty to their workers at home was cast aside in favor of global expansion and rising profits.

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Redefining Loyalty

While it is tempting to assume that in today’s economy, it is impossible for organisations to show loyalty to their employees, it perhaps is more important to redefine what loyalty looks like in the 21st century. Where our parents and grandparents showed loyalty to their company by doing their job tirelessly for 30 or 40 years, today’s worker is more likely to look for ways to use their individual talents on behalf of the organisation. Whether they are looking for innovative ways to solve a problem, creating effective work teams or helping employees reach their own career potential, today’s workers are driven by a need to see how their work relates to the organisational objectives as a whole. Managers who use performance reviews to discuss how an individual’s goals relate to the overall organisational mission will be rewarded with loyalty to that objective. Such loyalty is arguably more productive in today’s fast-paced business environment and contributes to a strong workplace culture.

Loyalty can also be defined as compensating employees fairly for the work they are completing. Too many companies rely on their organisational mission for their compensation strategy, arguing that contributing to their purpose should be enough to combat unfair wages. In reality, organisations who compensate their employees fairly and who have clearly defined objectives for bonuses and raises are more likely to retain their employees.

While it is nice to talk about organisation-wide strategies for both garnering and showing loyalty, applying these principles on a team level may be even more important. While more than 30% of Fortune 500 chief executives have lasted less than three years over the course of the last two decades, research from the Gallup organisation shows that employee engagement, a common indicator of productivity, has declined across industries over the last decade. Since top-down initiatives cannot function if senior leadership is in constant fluctuation, the lot falls to mid-level managers to foster team loyalty:

  1. Identify and reiterate the team’s purpose. Align the team’s short and long-term goals with organisational strategy that will help team members see how their success contributes to the business as a whole.
  2. Encourage open discussion without blame or shame. Creating an environment where ideas, opinions, successes and failures can be shared without fear of negative repercussions fosters a sense of loyalty amongst a team’s members.
  3. Ask more questions than you answer. Casting a wide net throughout the team for feedback and input allows everyone to express their feelings and work toward a consensus.
  4. Openly praise success. Both individual and team-based success should be frequently praised in public when objectives are achieved.

While it is unlikely a person will end their career with the same company they began it with, loyalty to a team or organisation is not dead. Instead, it has a new face that is reflective of a fast-paced, changing economy.

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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Pivotal-Generation

The Pivotal Generation: How Today’s Teens Will Change the World

Peter recently was asked for his thoughts on ‘the pivotal generation’ and given perhaps their most defining trait of always being ‘plugged in’ to the internet and social media, what mental health challenges they may face, if any, in the workplace. Following is an excerpt from that interview.

Centennials / Gen Z have been dubbed the “pivotal generation.” Do you agree with that title? What does it mean with regards to teens’ roles in society today?

It’s definitely an interesting title.

Pivotal-Generation

There’s no fixed age range, but generally speaking the term ‘Pivotal Generation’ refers to people currently under the age of 18. Why pivotal? Because the research shows they are displaying different patterns of thinking and behaviour to the Gen Y / Millennials before them. And some have suggested that those differences put them in a position to change the world.

In that sense, the Centennials have the opportunity to be pivotal but it’s yet to be seen whether they’ll take on that challenge. As a challenge it’s a big one, and it comes with a lot of responsibility.

What concerns me is whether a whole generation, whose obsession is with branding and personal (not collective) success, is ready to change the world.

That’s an interesting point – do you think today’s teens will in fact change the world?

Yes of course, every generation changes the world, in a sense. They cannot help it. The question is whether it will be an accidental change or an intentional change. The Centennials are in a world full of resources. Will they be able to get together collectively and decide how they want to shape it? There is no evidence to show they are any more willing to do that than previous generations. They are highly motivated for sure, but their focus appears to be on personal success over the collective.

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We are at a pivotal moment technologically speaking. How will the human engage and interact with the technological and what impact will it make around the world? We have the option of self annihilation or evolution of the species.

I’d like to think we’ll go for evolution, but there are some indicators we are headed for self annihilation – just look at the increasing suicide rate for example. And that has been linked to an existential crisis magnified through technology like social media. For a species to evolve we need to be more ‘other people’ focussed, not just about ‘me’.

Have we taught the values of compassion and interest in others needed to drive meaningful change to Centennials or are they caught up in their own egocentric search for meaning through material things? And are these drives enough to change society? That remains to be seen.

In the workplace, definitely the pace of change has the potential to be more significant than with any previous generations. There’s a need for innovation. We’re already seeing challenges between Millennials and the older generations with older generations losing out – being slower to learn new technology (generally speaking), less able or willing to show initiative, or to think on their feet and adapt rapidly. They are more wired to an old-school academic mentality of first learning the theory, and following instructions. But that mentality is not able to rewire itself as needed. One exciting thing about Centennials is they live in a world where they do not need established institutions to learn what they need to learn at an expert level. Almost all skills are at their fingertips and they know where and how to get the knowledge.

What would you say are some of the defining characteristics of Gen Z / Centennials?

Certainly we’re generalising here, but I would say they are:

  1. Tech savvy, knowing how to use technology and where to go to find information;
  2. Defining their own way to live, their own kinds of relationships and sexuality;
  3. Focused on ‘success’ and they want it big – and they also have the platforms where that’s possible;
  4. Social media savvy and have their own rules and etiquette for it

How would you say Centennials compare to Millennials, for example mentally, emotionally or socially?

Centennials share the same affinity with technology as Millenials, but this is taken a step further when it comes to the ability to adopt new technologies even faster, and to engage with social media in a more complex way.

In comparison to the Millennials, Centennials in some ways demonstrate a return to the values of the Gen X or Baby Boomers with an emphasis on personal success, ambition, and seemingly materialistic values. Yet they are not restricted in how they go about accomplishing this.

For example, while they are very driven for personal success, Centennials really don’t follow the old patterns of work – Monday to Friday 9-5, or even old styles of entrepreneurship. They can now make a living off of “nothing”. Very intangible stuff, like blogging about a company’s product, for example. This is perfect for the current environment, or perhaps it’s what’s shaping the current environment. Whereas Millennials still have a foot in each door of the old and the new way of working.

The problem I see is that with so much dependence on social media and personal branding, life can become superficial. There can be existential crises when your success is defined by your social media status. But is that really any different from the status of the old days – which was all about climbing the hierarchy in an organisation? At the core, I see the same issues, on a different playing field.

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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Owls

When being the boss’ favourite can hurt your career

Machiavelli once ruminated on whether, as a leader, it was better to be loved or feared. While he concluded that it is “safer” to be feared than loved, as humans we crave community and recognition from those we respect or who are in a position of leadership.

Our natural instinct in the workplace is to try to curry favor with the boss so we can be influential in the decision making process, know that our ideas are heard first or bend the ear of our leader when promotion opportunities arise. While all of this might sound great for you personally, it can actually work to your detriment in very important ways.

Owls

Envy brings out the worst in people

When you are seen as the “chosen one” in the office, your teammates and coworkers will inevitably begin to envy you. While it may appear inconsequential at first, your proximity to your boss’s power may present some challenges in doing your job. Coworkers will gradually shut you out of important interpersonal office relationships. Even those who eschew workplace friendships recognise the need for connectedness in sharing crucial work-related information and team communication. If you are seen as the boss’s favorite, you may be left out of the loop, intentionally or not.

Hitching your wagon to your boss’s horse may work against you

Currying your boss’s favor is nice while it lasts. However, bosses who tend to play favorites are also fickle in their affection. You may be the heir apparent to their job one week and at the rear of the pack the next thanks to a manager’s changing whims or perceptions. It is also unwise to attach your merit within an organization to anyone else’s. Sure, your boss is influential today, but should they lose their position or credibility, you will likely lose yours as well unless you are associated with something other than your boss.

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You begin to lose your objectivity

The idea of “groupthink” was first introduced by Irving Janis in 1972. He theorised that groups who are insulated from outside opinions are subject to faulty reasoning, a deterioration of mental capacity and a lack of moral judgment. Whether that group consists of 2 or 20, the concept remains the same. The longer you spend in the shadow of your boss, the more likely you are to insulate yourself from the differing opinions of your coworkers. Without that difference, you lose the ability to make an objective decision. This, coupled with a growing sense of invulnerability inevitably leads to carelessness and negative consequences.

So what should you do instead?

As humans we tend to want to be recognised for our accomplishments. We want to feel as though we are in positions of power to affect change for the better. In order to do this without sacrificing personal integrity or career trajectory, it is important to act decisively and methodically in your relationship with your boss.

  1. Honesty is the best policy. Do not oversell your influence with your peers or your boss. Give credit where credit is due. Never claim success that is not yours.
  2. Honour the workplace team. As tempting as it may be to let favoritism work for you, remember that your work team is where the majority of your tasks are accomplished. If relationships are strained, productivity plummets and your credibility dwindles.
  3. Be impeccable with your word. If something is shared in confidence with you by your boss, do not tell your coworkers until your boss shares the information. If something is shared in confidence by a teammate, do not tell your boss but rather encourage your coworker to build that relationship.
  4. Get to know other executives. Many people who are seen as parrots of their boss can combat this by interacting with other executives and learning from their insights. While some bosses become paranoid about losing their sidekick, most will see your desire to learn as a way to leverage your talents with other areas of the organization.

As nice as it may be to have the favour of your manager, you might find that it leads to greater stress and career hindrance rather than help.

Are you a psychologically safe manager? Take the self assessment to find out.

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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How-to-avoid

How to Avoid Taking on Too Much Work

4 reasons why you can’t say no to too much work

Let’s say you find yourself tasked with leading a new project – say it’s the rollout of a company-wide performance management system.

In your first strategy meeting your team determines that you need to conduct interviews with managers, create and validate metrics for making hiring and promotion decisions, and work with senior leaders to ensure the system is in keeping with corporate culture. As you begin to divide tasks, you volunteer to conduct the interviews because you are the project manager and you want to lead from the front. Then, you offer to take a second look at the metrics to give them a “second set of eyes”. Then, since you are leading the team, you begin meeting with senior leaders too. Before long you start to struggle to meet your commitments, and feel a growing resentment toward the rest of the team for not pulling their weight.

Does this pattern sound familiar to you? Outside of the specifics of the performance management project example, many of us take on too much work and this leads to resentment.

We often give a hundred reasons why we do take on so much work, to the point of not being able to do any of it well. However, they can generally be distilled into three categories.

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We want to please

Regardless of whether you classify yourself as a “people pleaser” or not, everyone loves to feel needed and appreciated. However, typically people who struggle to say, “No” to a request have an intense fear of rejection or a fear of failure. Our early life experiences with especially harsh or critical parents can often result in the feeling that your inaction will result in the disappointment of your friends or colleagues. The desire to please is also deeply connected with anxiety, resentment, passive aggressive behavior, stress, and depression.

We have a lack of self-awareness

Self-awareness is one of those terms that everyone loves to throw around but few will do the difficult work to acquire. When we don’t have a good handle on our own capacity or ability level, it is easy to underestimate how much effort a certain task will require from us. If you continuously make work decisions with a lack of self-awareness, you will often find yourself buried under a mountain of tasks you do not have the ability to complete in a timely and efficient manner.

We don’t think we have a choice

The idea that you do not have a choice whether to take on a task is partly connected to a need to please and often connected to feelings of insecurity or anxiety. Once you begin making work decisions based on feelings of helplessness, resentment and anger soon follow. Before long, you are left feeling “stuck” or “trapped” in your job, even if it is something you previously enjoyed.

What to do instead

Fortunately, there are a few easy strategies to avoid taking on too much at work. First, learn how to wait. Often times people who take on too much do not wait for others to volunteer. Unless the task is something you are excited about, count to 20 and really consider the task before agreeing to it. Second, when faced with a person asking you to do something, ask three questions.

1. What is the specific task that is being requested? Many people love to make requests without completely formulating the task in question. When you ask a requester this question, it forces them to list out the particulars of the task at hand and allow you to determine if it is within your skill set and timeline or not.

2. Will I need to learn a new skill to complete this task? There are times in our careers when we are ready and able to learn a new skill that will benefit us in the long run. If your current workload allows for the time and effort it would require to learn a new skill and if you are interested in the new skill, go for it. If not, politely decline.

3. How does this task fit into my overall workload? If you have to juggle your existing schedule for anything other than a once-in-a-lifetime opportunity, it’s okay to say “no” instead.

As difficult as it may be to say “no” at work, consider it a long-term investment in your career. Not only will you be perceived as an honest individual, you will be able to reliably meet the deadlines and demands placed on you. Feelings of anger and resentment will melt away and you may even find yourself with more time to pursue career advancement or skill development.

Author: Peter Diaz
Peter-Diaz-AuthorPeter 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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shit-happens-in workplace

Beat Post Holiday Blues With These 5 Steps

Beat-Post-Holiday-BluesThe holidays can be hectic. And, since even positive stress is still stress, they can wear people out. Even if the people on your team had only positive experiences throughout the holiday season, heading back to work afterward can leave everyone feeling let down. Productivity and mental health in the office can both suffer as a result.

How Can You Tell People Have the Holiday Blues?

It’s not as simple as someone walking around with a glum look on their face. Most of us almost automatically keep a positive or at least neutral demeanor at work, even if we’re not really feeling it. Instead, you may see post-holiday depression manifest in other ways.
Sometimes, someone who usually does stellar work will turn in stuff that just meets the minimum requirements. Others may take longer than usual to get things done. Still others may avoid chatting, come in late or call in sick more often.

No matter how people are showing that they are in a slump, you as their manager can help them turn it around to make things more positive going into the new year.


Read more on holiday stress and wellbeing…


How to Battle the Blues

Putting a few policies and actions in place to start can get people out of a funk and back to being engaged and content at work. A few things that can help battle workplace depression:

1. Leave the out-of-town messages on.

When people come back to the office after a trip or a few days off for the holiday, let them know it is okay to keep their away messages on on their email and voicemail for another day or two. This gives them breathing room to catch back up with work and to get back into their routine before they are crushed with new incoming messages.

2. Show empathy.

Let people know that it’s okay for them to feel down in the wake of the holidays. Instead of worrying about wallowing, recognize that expressing emotions allows you to properly process them so that you can move on and get healthy. If you are feeling a bit of post-holiday workplace depression yourself, confide in your team members. They need to see that you trust them enough to express emotions to them and that you understand what they are feeling, too.

3. Cut everyone a little slack.

It’s perfectly normal for people to work a little slower or to make a few mistakes when they are just getting back from the holiday festivities. Be understanding when it happens. If people are feeling high stress because they are getting called out on mistakes, that will only multiple issues and make them last longer. In fact, it makes sense to lower goals for this time of year so that you account for time people spend out of the office as well as the time it takes to get them back into the groove.

4. Make healthy drinks and snacks available.

We all overindulge over the holidays. Whether it’s a bit too much to drink or suffering the effects of rich meal after rich meal, it doesn’t leave us feeling our best. Stock the break room with bottled water, seltzer, fruit and whole grain snack bars. People will appreciate the chance to keep themselves on post-holiday diets and to be able to forge healthy habits in the new year.

5. Make it possible for people to get out of work early.

When you’ve just spent a couple weeks at the beach or camping in the great outdoors, it can be hard to adjust to 10 hours a day in an airconditioned box, and an hour or two of public transport either side. If it is possible to offer a half-day here and there or stop work an hour early now and then, consider adding it. People will be grateful for both the extra free time and for the chance to get out and enjoy the sunshine.

The good news is that, after a while, people fall back into their normal routines. By making the transition back into work after the holidays easier, you can help people get back to normal faster and enjoy a healthier and more productive workplace.

Author: Peter Diaz
Peter-Diaz-AuthorPeter 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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Toxic-Workplace

5 Signs You Might Have a Toxic Culture

toxic-workplace-cultureA toxic environment is a disease to any business. Unhappy people are demotivated and easily drawn out of the business, which, depending on the industry, can lead to the business having a bad reputation amongst potential employees. So not only is it important that your business doesn’t have a toxic culture, it’s also imperative to know the symptoms that indicate you might and what you can do to stop the disease from spreading. Here are the five most obvious symptoms and what you can do to remedy them:

Dysfunctional relationships among staff.

Signs of infection:

  • Cliquishness
  • Favouritism
  • Lack of communication
  • Grudge-holding
  • Staff are pitted against each other

Remedy:

Team bonding, as clichéd as it sounds, should never be underestimated. Friday afternoon drinks and other social events such as Christmas parties or a quarterly dinner, with 100% inclusion, will work wonders with turning your bitter group of individuals into a team. To further reinforce this, set team based rewards and incentives rather than individual ones. This stops team members feeling like the person next to them is their rival and not their teammate.


Your people feel they have a lack of work-home balance.

Signs of infection:

Remedy:

Be mindful of the mental health of your staff. Assure them it is your number 1 priority. Be a trusted rock for your staff. If they are having troubles in their personal life, be someone understanding that they can talk to, and if they need it, allow them the time away from work to tend to their personal needs. A happy team member is a lot more effective in an 8-hour day than a miserable one is in a 12 or 15-hour one.


Low morale.

Signs of infection:

  • People are unmotivated
  • People appear downtrodden and frustrated
  • People openly talk about not wanting to be there

Remedy:

Having a high morale will go a long way to ensuring you do not have a toxic work culture. Managing your people with a foundation of positive reinforcement, even when critiquing their performance, is pivotal to curing low morale. Nobody wants to be told they aren’t good enough or aren’t trying hard enough. “Good job” goes a long way in the good times. “We are doing great and will get through this” goes even further in the hard times. Also, be sure to trust your people. Micro-managing them will breed frustration and annoyance among your staff: trust that they know how to do their job and if and when they could do it better, give them feedback.


High turnover of staff.

Signs of infection:

  • New people don’t stay very long
  • You are constantly recruiting and training new employees

Remedy:

High staff turnover is the most obvious sign that something isn’t right in your business. Unfortunately, the reasons for it can be multi layered. It could be due to any of the other symptoms mentioned. To cure this, you must cure the other symptoms because constantly having to hire and bed in new staff will slow your  progress and cost you a lot of money. Whereas a happy, experienced team who know the business will get more done, better and faster.


(Uh oh) You.

Signs of infection:

  • You set unrealistic expectations of your staff
  • You are cold and unsympathetic
  • You do not listen to your staff
  • You instil fear in your staff
  • You are hypocritical
  • You scapegoat individuals

Remedy:

Whoa there! That comes off seriously judge-y doesn’t it? I firmly believe that as leaders, we are doing the best we can, with the resources we have.  But this doesn’t stop employees in a toxic culture thinking (even saying) things like this about you.  Being a strong leader, who makes decisions and manages their staff from a place of positivity and genuine care, will cure every symptom of a toxic culture that you have. Take the steps to build and nurture your people into a team who work for one another to achieve their goals. Make your staff feel wanted and appreciated through positive reinforcement. Make them stay because they are loyal to you, their team members and the work culture you have built.

Toxic cultures are nasty places to be.  But as a leader, wouldn’t you like to be part of the clean up crew?

Author: Peter Diaz
Peter-Diaz-AuthorPeter 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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Before-you-can-recover

I’ve had enough

Before you can recoverI remember like it was yesterday the moment I decided I was going to recover.

I looked in the bathroom mirror and I had one of those moments of clarity and in that moment I realised I had been a people pleaser, and that my life, was not my life. A rage built up within me and I yelled (at my own reflection) ‘what the F*&k are you doing?’. That pivotal moment changed my life. I crawled myself out of that hole I was in. I used the anger as leverage. And pulled myself out. I started using the resources available to me. More importantly, I started to see the options and resources available to me, that I had never noticed before.


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In short, I took responsibility for my feelings.

No, this was not an overnight thing and I have made many mistakes in this journey, but I was, and still remain, determined to live my life by my standards. It’s been an arduous journey to say the least but it’s been a worthwhile one.

Interestingly, the research on Recovery shows that my moment is a fairly common one. A lot of people who recover have had a moment like that. My tip? Don’t be afraid of a little anger and of making mistakes. Or even more scary, that the people you have around you now will not love you anymore if you change. The price of not changing is too high. Don’t pay it. Move towards recovery and freedom.

Author: Peter Diaz
Peter-Diaz-AuthorPeter 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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What-kind-of-father-is-worse

What kind of father is worse?

What kind of father is worse?I grew up with a father who loved me but was incapable of saying it. I knew he loved me because he’d discipline me very harshly and tell me it was for my own good, but in 50 years he was never able to say it. Even when I said it at the end of every phone call. Now, this is not strange. I know many people have grown up in this kind of environment. And many people have it many times worse than I had it. At least, I’m certain I was loved.

But, I’m wondering, what’s worse? a physically present but emotionally unavailable parent or a physically absent parent? I am reminded of this today simply because a client-friend of ours just forwarded me a link to a Canadian article saying that Presenteeism – when people are physically present but ‘not there’ – is costing Canada up to 3 times more than Absenteeism – when people are not there at all. This is because their performance is impaired, the quality of work declines, they make errors and fall behind. I believe that, at last count, the same is true for Australia. It’s an important topic for workplaces when we are talking costs of billions of dollars per year, don’t you think?


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And then, there’s another aspect to this. Managers. What kind of a manager are you? are you a manager that suffers from management presenteeism? What I mean is, are you physically there for your staff but are you emotionally unreachable? I’ve met many managers that have been taught to be like that. They’ve been told to have ‘professional detachment’. What does that even mean? and how effective is that in a business world where your success depends on your ability to form relationships? And, more importantly, what do you think the impact of having professional detachment is on your team?

For all of you who grew up with emotionally unavailable parents, don’t repeat the same mistake. Be available and contribute meaningfully to each other.

Food for thought, right?

Author: Peter Diaz
Peter-Diaz-AuthorPeter 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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women-with-mental-health-problem

Why 65% of people won’t get help if they have a mental problem

women with mental health problemThe reasons as to why people do anything, are many and complex. The research shows that around 65% of people won’t even seek treatment if they experience mental distress. The World Health Organization (WHO) says that stigma, discrimination and neglect prevent care and treatment from reaching people with mental disorders. What about the many people in workplaces that don’t have a full blown mental disorder but are at risk? Here we look at three major reasons people have identified as to why they won’t ask for help.

It’s just stress. The most common mental disorders (anxiety and depression) tend to be insidious, in that they gradually worsen over time. Many sufferers don’t even realise they have a mental health issue, until it’s been months or even years since they’ve felt happy. It’s convenient for a sufferer to dismiss their situation as temporary or ‘just stress’. But there is a difference between ‘stress’ and something more serious.

Just suck it up. People tend to compare themselves with others, and if everyone else seems fine, then they don’t want to be the exception, or the ‘weak one’. People will compare themselves to their parents who ‘did it tough and never complained’. (The truth is that it’s likely they faced the same issues and felt the same way, it’s just that the conditions were less understood and there weren’t the resources widely available to assist.) It’s also very easy to feel inadequate when you’re seeing all your friends on social media, having a great time and appearing successful, when the reality is, that while few people share their fears and failures for all to see, they most certainly have them. When everyone around you seems to be coping and thriving, the act of admitting you need help and seeking it out can feel like you’ve failed somehow. And a lot of people would rather endure the symptoms than admit they need help.


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Career suicide. Numerous surveys from Australia, the UK, US and Canada have shown that people with a mental health problems are unlikely to disclose it to their employer for fear of being treated less favourably. Even employment lawyers have been quoted advising employees to think twice before disclosing. Many employees believe that, if they disclose, they’ll be passed over for project and promotion opportunities, or that their ‘internal brand’ will be tarnished, or that the organisation will take steps to exit them.

As you can see, these are real concerns people have. There’s a need for management to take the lead and address these concerns lest them become part of the culture.

If you’d like Workplace Mental Health Institute to run the Suicide Prevention Skills course in your workplace, please Call us on (02) 8935 3885 or take the comprehensive self paced online course.

Author: Peter Diaz
Peter-Diaz-AuthorPeter 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.

Connect with Peter Diaz on:
Peter Diaz on Google Plus Peter Diaz on Face Book Peter Diaz on LinkedIn Twitter-logo