Our website publishes news, press releases, opinion and advertorials on various financial organizations, products and services which are commissioned from various Companies, Organizations, PR agencies, Bloggers etc. These commissioned articles are commercial in nature. This is not to be considered as financial advice and should be considered only for information purposes. It does not reflect the views or opinion of our website and is not to be considered an endorsement or a recommendation. We cannot guarantee the accuracy or applicability of any information provided with respect to your individual or personal circumstances. Please seek Professional advice from a qualified professional before making any financial decisions. We link to various third-party websites, affiliate sales networks, and to our advertising partners websites. When you view or click on certain links available on our articles, our partners may compensate us for displaying the content to you or make a purchase or fill a form. This will not incur any additional charges to you. To make things simpler for you to identity or distinguish advertised or sponsored articles or links, you may consider all articles or links hosted on our site as a commercial article placement. We will not be responsible for any loss you may suffer as a result of any omission or inaccuracy on the website.

How Can Leaders Manage Workplace Wellbeing?

by Staff GBAF Publications Ltd
0 comment

By Rob Bravo, coaching director and head of wellbeing at Talking Talent

Now, more than ever, mental health and wellbeing is at risk for all. Fatigue, stress, burnout and workaholism are increasing – but these are also preventable, foreseeable risks – morally, legally and economically.

Leaders have a duty of care to self, as well as a leadership, legal and commercial obligation to all those around them.  Managers are often good thinkers, but you can’t think your way to good mental health. You have to live it.

Organisations or leaders can’t completely fix someone’s wellbeing, but they can create the conditions in which employees feel empowered to look after themselves. This begins with leaders who model good ‘Self Care’. This then earns leaders the right to engage in ‘Other Care’, and a key ability in this regard is to dial up the skill of empathy.

In practical terms this looks like the following:

Notice 

Dial up your observations of those in your teams. Look out for their emotional states and possible clues as to how they are doing. Do they seem happy? Out of sorts? Ambivalent? Tired? If applicable, how are they managing this new hybrid existence? Are they stressed out by the looming cost of living crisis, or distracted by world events?

Listen 

Dial up your deep listening skills to actively understand what life is like for your team members now. Don’t assume. Listen without judgement or agenda and allow what emerges to inform any actions you may need to take.

Relate 

Bring yourself into your interactions with the team. Share your own personal experiences (and vulnerabilities) and disclose how you might identify with the challenges the team and individuals may be facing.

Connect

Project yourself into the shoes of the other – actively imagine what the view from their world might be and consider how that might translate into a different perspective for you.

Catch with compassion 

Guide yourself to acts of compassion – with and for the team. Sustainable performance is an outcome of mental balance and emotional intelligence.

Paraphrasing the words of Michelle Obama, who talks great sense on this topic, ‘putting yourself at the top of your own to-do list is a great way to begin the journey to better mental and physical health’.