Focus
- 13.1: Assessments
- 13.2: Staff engagement and retention
- 13.3: Health and wellbeing
- 13.4: Nutrition
- 13.5: Stress management and prevention
- 13.6: Resilience training and assessment
- 13.14: Creating a positive work culture
Challenges
- 20.1: Performance management
- 20.2: Negativity, conflict and stress
- 20.3: Sickness absence in the workplace
- 20.4: Staff turnover
- 20.5: Workplace bullying
- 20.6: Mergers and acquisitions
- 20.7: Recruitment and retention
- 20.8: Downsizing and redundancy
Solutions
- 21.4: Expert advice
- 21.5: Cultural change management
- 21.6: Leadership and manager behaviour
- 21.7: Team building
- 21.8: Training and development
- 21.9: Coaching and mentoring
- 21.10: Assessments and surveys
- 21.11: Therapy and motivation
- 21.12: Research and analysis
- 21.13: Executives retreat
- 21.14: Conflict resolution service
- 21.15: The Stress Advisory Service
- 21.16: Code for health and wellbeing
Downloads
Leadership and manager behaviour
Leaders and managers are implicated in the causes of psychological distress at work. The ‘boss’ is often cited as the root cause of stress.
Other causes are adverse life events and failed interaction between people. The various causes and the solutions are presented below:
We train leaders and managers in the behaviours needed to eliminate the risk of stress at work.
The approach we adopt is to train in the behaviours that promote commitment, trust and engagement. These are:
Attentiveness
The ability to demonstrate genuine attentiveness to the contents of an interaction by demonstrating listening, responsiveness and reaction.
Politeness The ability to be polite in any interaction.
Courtesy The ability to place the other person (people) at the forefront of an interaction.
Personal communication The ability to communicate personally wherever possible; understanding the limitations of electronic communication.
Body language The ability to use body movements and expressions to show attentiveness.
Addressing needs The ability to respond positively to individual needs, even in circumstances when the needs cannot be met, given all the circumstances.
Empathetic The ability to demonstrate an understanding of the other person’s issues, ideas, thoughts and experiences.
Intellectual flexibility
The ability to think on ones feet and respond with credible choices, alternatives and ideas.
Emotional intelligence The ability to be self aware, self regulate, motivate, show empathy and be socially adept.
Negotiation The ability to negotiate a successful outcome in an interaction.
Sharing The ability to share with others one’s own thoughts and ideas.
Reliability
The ability to do what one says.
Honesty The ability to be open in an interaction.
Clarity The ability to be clearly understood in an interaction
Fairness The ability to be fair to anyone in an interaction, taking account of all the circumstances, and to explain clearly the position that is taken and the reasons.
Humility The ability to acknowledge mistakes, misunderstandings, errors and faults, and to apologise where necessary.
Conflict resolution
The ability to confront a conflict at the time of conflict and to try and resolve any dispute at the time of the dispute.
Encourage contribution
The ability to motivate and encourage others to make a contribution in interactions.
Call us on 0845 833 1597 or email us to discover how we can help to train your teams to become effective beyond expectation.
Need more information?
Including details of our consultancy and mentoring expertise... call or email:
0845 833 1597
Look out for:
Professor Derek Mowbray's
speaking engagements:
20th January 2010
HSJ World Class Workforce
Cavendish Centre, London
Professor Mowbray
will speak about:
an outcome of a
Positive Work Culture