Australian and global data highlights that upwards of 50-70 per cent of people in workplaces experience stress, distress and crisis – caused by personal life or workplace experiences. And, when managers don’t address it, the problem will only heighten.
This sentiment is put forward by Bill Carson, facilitator and coach at Inspire Learning, and a presenter at the upcoming Workplace Health and Safety Show, who believes that when managers don’t have the ability to see the signs, or choose to ignore them, the problem only intensifies.
New Allianz research has identified that workers’ compensation claims costs relating to mental health, or primary psychological workers’ compensation claims, have increased by 80 per cent, rising an average of 22 per cent year-on-year since 2017.
The findings are part of the new Allianz Future Thriving Workplaces report, which has also revealed an overwhelming 80 per cent of Australian employees surveyed are now calling on their employers to take action to address mental health in the workplace.
“This may explain why we see the enormous increase in psychological injury claims that have been occurring over the past 10 years,” Carson said.
“It’s critical for Australian business leaders to expand their communication skills to navigate difficult and sensitive conversations with colleagues and team members.
“There remains a significant gap in equipping managers with the necessary skills to navigate sensitive conversations effectively.
“The common belief that managers must solve these issues is counter-intuitive, and can further compound the problem.”
Rather than believing they are responsible for solving the problem or giving advice, Carson said that managers instead need to develop the skills to identify mental health struggles, and engage in a person-centred conversation that guides the team member in developing their self-awareness of their own situation.
According to Carson, managers who get this right practice the following behaviours:
- Notice signs of mental health challenges
Managers who notice signs of bullying behaviour can intervene promptly to address the issue. They provide support to victims, investigate complaints thoroughly, and implement anti-bullying policies to create a safe and respectful work environment.
- Hold difficult and sensitive conversations
Managers who are skilled in having difficult conversations confront bullying behaviour directly. They communicate expectations clearly, enforce consequences for inappropriate behaviour, and provide training to prevent future incidents.
- Support mental health and wellbeing with practical solutions and/or adjustments
Managers can provide counselling or mediation services to employees affected by bullying. They ensure that victims receive appropriate support and that perpetrators are held accountable for their actions.
- Reduce stigma
Managers who reduce stigma surrounding mental health also address issues of harassment openly and sensitively. They create a culture where employees feel comfortable reporting harassment and seeking support without fear of retaliation or judgement.
- Actively promote self-care
Managers who actively promote self-care provide resources and support to employees who experience harassment. They ensure that victims receive appropriate assistance, and advocate for policies that prevent harassment and promote respect and dignity in the workplace.
Where to start?
Carson recommends that managers be trained in mental health awareness, both so they can identify the signs of symptoms of stress, as well as to grow their awareness of their own biases and judgements.
“Along with this, they need to develop the empathy skills to engage in safe and person-centred conversations that help their team members develop their own self-awareness,” he explained.
“It is also important that the manager be taught which personal, company and professional resources are available, and how best to utilise these.”
Inspire Learning offers a three-hour online interactive workshop, followed by application coaching to assist managers with implementing their new skills and know-how with their team.
“The results are that managers and team members take greater responsibility for their own wellbeing, and there is a greater feeling of psychological safety, trust and connectedness in the team and in the company,” Carson added.
Carson will present in Melbourne on 22 May at 2:50pm at the Workplace Wellbeing Summit, part of the Workplace Health and Safety Show.
His session, called Navigating Sensitive Conversations: Communication Skills for Leaders and Managers, will unpack the fundamental skills that enable managers to navigate difficult and sensitive conversations, as well as tell the difference between personal and performance issues.
Carson has also written the book, SAFE Conversations for Work and Life, which he will be offering to Show attendees at a 40 per cent discount.
Those interested should click here for more information, and here to register for the event.
