5 tips for wellbeing in the workplace.
Physical sensation or behavioural change?
Getting to the root of wellbeing in the workplace.
Waking up in the middle of the night because of the tough day ahead, feeling overwhelmed as so much is going on, or concerned about changes that are happening in the business? More than likely your staff have experienced, or are experiencing, such stresses in the workplace, subsequently placing significant strain on your organisation.
Indeed, stress accounted for more than a third (37%) of all work related ill health cases and nearly half (45%) of all working days, due to ill health between 2015/16 according to the Health & Safety Executive’s Labour Force Survey. A report by Mind shows that more than a fifth of workers (21%) confirmed that they’d taken a sickie to avoid work when asked how workplace stress had affected them. And the NHS has found that 1-in-3 sick notes are for mental health issues.
Both studies identify the crucial role that managers have in the wellbeing of the workplace – with the Mind report revealing that 30% of staff feel unable to talk openly with their line manager if they were feeling stressed.
Providing your staff with a massage or sending your managers on a stress management course might look as if you’re doing something positive but is it getting to the root of the issue, or merely applying a sticking plaster?
The way managers act and behave when dealing with their teams and organisational developments can start off and exacerbate stress levels among their team members. The trouble is that these are often learned behaviours from their senior managers and they also pass them onto those that they manage, creating a vicious circle.
So how can your managers create a happy workforce where every team member looks forward to each working day and wants to give their very best to the business?
Here’s five stress-busting tips that businesses can take to get to the heart of the stress causes:
· Treat individuals as you would want to be treated yourself
· Create a waterfall of clarity of the experience (Knowledge, skills and behaviours) managers and individuals need to perform at their best
· Equip individuals to understand the root causes that impact their performance and support development to change outcomes
· Stop managing outcomes, manage inputs to change outcomes
· Instil processes that support open dialogue and trust between managers and direct reports
Dealing with the root causes of managerial approaches and not the symptoms of those who are affected by stress will not only support the creation of a much more harmonious and productive workplace in the future but will create a long term, organisation-wide and wellbeing-friendly culture based on openness, empowerment, inclusiveness and emotional connectiveness.
Don’t treat symptoms, treat causes.