As the new year starts and we put energy into achieving our goals, we need to quarantine some energy for integrity checks. In the rush and enthusiasm to move forward, sometimes we forget all the aspects of our behaviour for which we can be held to account.
We often feel that if our work has progressed, it is all OK. All OK at the moment. But what if we were held to account for the ‘bright and shiny’ new work 5 or even 10 or 15 years later? What would the moral compass of that time find fault with? And would we have to explain ourselves in retrospect, with a whole new moral compass. Being a public officer has this potential.
We all usually think that bringing the best of ourselves to our work, organisation, community and family, is the way to achieve our goals. We may not pay much attention to it, but the best of ourselves and our achievements also bring about an essential human emotion; that of hope. This is the emotion on which energy and ongoing achievement can be built. It galvanises our goal seeking behaviour.
Hope gives us energy to achieve in ‘calm waters’ and resilience when we’re in the ‘rough seas’ of political change. Sometimes our hope takes a severe dent. This is especially true in business and public administration when we’re called to account for past decisions.
There is a way to prepare ourselves for this and minimise its impact on your work, organisation, community and family.
As we head to Christmas many managers confide in us that they are feeling tired by their attempts to address long term issues with or between staff. They say they hope that staff will return in the new year refreshed;putting previous issues with other staff behind them. But some go on to say this has not happened in the past and there needs to be a new approach.
Christmas and the New Year does give opportunity to raise issues. However the conversation to bring these to the surface needs some planning.
We need to be aware that the festive season often involves staff in more competing priorities than they normally experience. The conversation you are contemplating having, needs to not trigger these existing tensions, but rather give hope that overrides tensions; overrides the tensions that would otherwise prevent your staff member in working through alternatives to what they are currently doing or how they are behaving.
To have this conversation you may want to take some time to rehearse it with one of our expert guides.
In our quiet, comfortable consulting rooms, many managers are able to download, problem solve and refocus. All you need to do to access this service is to contact us. We’re here to assist: http://managersassistance.com.au/contact-form-7-id53-titlecontact-form-1contact/
Early Alzheimers may just look like fragmented performance.
It’s Alzheimers Awareness month. Early onset Alzheimers in workplaces is a considerable challenge for managers to ethically manage.
We’ve all heard about Alzheimers. But it seems so far away from us; from our work and performance. Sadly, recent research is showing that most people present for testing so late in the progression of the disease that they really reduce the chance of slowing it. The ray of hope though, is that research is currently indicating quite clearly what the risk factors are. Most are risks we can manage, hence delaying the onset of the effect on our performance.
When does confidence become overconfidence? Overconfident people rarely check if others agree with them. They assume they’re right and often give advice a little too freely; putting themselves at risk of treading on others’ toes, possibly even being accused of bullying.
So when does just having confidence change to being overconfident? Sadly it can happen so incrementally that it insidiously creeps up on us. Continue reading
In changing times all of us are likely to think of how we are going to secure our career and financial security. We may even be quite concerned about changing state, federal and global economic forecasts and whether we’ll keep our current job, or frighteningly be cast upon ‘the seas of uncertainty’.
If you are concerned, here are three strategies that you can do now. These strategies have provided many of our clients with a ‘lifeboat’, and some ‘oars’ to row you to safer waters.
As the pace and frequency of change accelerates, doing what’s important in our role becomes increasingly challenging. Yet, it’s still likely we will be held to account.
And if we are found wanting, we are likely to face the spectre of ‘being set adrift’ in very uncertain times.
In the Western Australian State Government at the moment most people have been, or are being impacted, by offers of the VTSS (Voluntary targeted separation scheme initiative).
Anticipating and enacting such a change typically brings increased workload, on top of existing priorities. If your personal life had been taking a backseat before the work of the change started, the run towards the end of the financial year may be weighing pretty heavily on you now. At times of peak work demands there are a few tips we can offer to keep yourself as well and functional as possible. Continue reading
Welcome to the new year! 2018 – the 2000’s appear to have come of age.
Globally uncertainty is still an issue but here in Western Australia there are ‘green shoots’ of an economic recovery. The WA State Government is continuing is endeavour to bring the State’s budget back into the black and this means restructure in State Government agencies, enterprises and other State owned entities.
If you’re a manager in one of these organisations, and your role continues, you are likely to be faced with unprecedented challenges. Managers Assistance through its parent company Oars Across the Waters is here to help managers in troubled waters. We are only a phone call or email away.
We can assist you with:
- Planning and managing difficult conversations
- Career advice and job application support for you and your staff
- Outplacement services
- Re-building services
- Assisting you, if as a change agent you are unfortunate enough, to later be accused of being a bully
Contact us anytime:
Oars Across the Waters Pty Ltd
Been accused of being ‘abrasive’ or ‘needing to work on your people skills’?
Practitioners assisting managers in this field are increasingly encouraging senior executives and HR professionals to see this situation as one in which ‘functional’ and ‘dysfunctional’ use of our strengths has caused an issue and is highly resolvable.
Your drive and determination to achieve results may be deeply valued by your superiors, but deeply threatening to others around you. That is, your approach is highly functional in one work domain but highly dysfunctional in others. For our counsellors this is a commonly occurring human problem and very much a resolvable one.
To gain further tips in this area sign up to our regular mail outs: sign up to the right of this post.
Or contact us through our confidential contact page for more personalised assistance: http://managersassistance.com.au/contact-form-7-id53-titlecontact-form-1contact/
The workplace in which we are visible to others for around 8 hours a day presents an ideal opportunity to increase brain health and reduce mental health costs to our community.
Research on brain health and the brain’s capacity to heal is increasing. One interesting aspect of this research though is that it is also indicating what poor brain health does to our functioning. The University of NSW Brain and Mind Institute research reports the earlier depression is addressed, the more chance of recovery. Their findings indicate depression causes an area of the brain to shrink and reduce learning capacity. This has significant implications for Australian employers when Australian Bureau of Statistics data indicates that one in five people in the population suffer mental health issues with the most common reported by the World Health Organisation being depression and anxiety.
It is in the interests of employers to keep the learning capacity of its staff healthy. Picking up on potential early indicators of distress is then highly desirable for commercial if not altruistic reasons.
If you would like further information on supporting brain health please make contact through your confidential contact page: