Banishing The Blues With Delphinium

We’re over halfway through January, and the weather has been shocking. On a positive note, we’ve made it through Friday the 13th and Blue Monday since we last caught up!

(I think that calls for celebration in itself)

Seeing as January can be a tough time for many; it made me think of a recent conversation I had with a client when discussing mental health. Many managers feel they are expected to be a counsellor when addressing these conversations with staff. There is a misconception that they need to provide all the support.

However, managers need to know they can support their staff by referring them to outlets such as Mind, starting internal schemes, and appointing mental health first aiders. They

Sometimes, your staff just need an outlet to speak to and an ear to listen!

Unconscious bias is a problem that affects us all in the workplace, whether we are employees, managers or business owners. Take a look at this article where we take a look at what unconscious bias is and how it can manifest in the workplace. We also discuss strategies for recognizing and addressing unconscious bias to create a more inclusive and equitable work environment. Understanding the root causes of unconscious bias and the different types it can take is the first step in overcoming it.

Incorporating storytelling into your presentations can be a powerful tool to capture your audience’s attention and make your message more memorable.

Here are six tips to help you incorporate storytelling into your presentations:

1.     Start with a strong opening – e.g. with an intriguing story related to your topic.
2.     Create a clear structure – ensure a clear beginning, middle, and end.
3.     Use descriptive language and imagery to bring your story to life.
4.     Use real-life examples and anecdotes to illustrate your points.
5.     Incorporate humour to keep your audience engaged and entertained.
6.     Practice: Like any skill, storytelling takes practice.

By following these tips, you can make your presentations more engaging and effective.

Body odour, alcohol issues, bereavement, disciplinary meetings…

These are just a few of the difficult conversation topics managers face daily. However, knowing how to deal with these topics empathetically can be difficult.

Ever wish you had a guide on what to say when you don’t know what to say? Look no further!

We have created a free, downloadable resource containing various empathetic statements you can bring into future meetings so you’ll no longer be stuck with what to say.

You don’t have to do it all.

Recently, a discussion came up with a manager I was training that often comes up when we are discussing employee wellbeing.

The manager explained that when a team member approached them with concerns about their mental health, the manager felt unsure of how to support them. As we discussed the scenario, it became clear that the manager thought they were responsible for providing any and all support the employee needed and didn’t feel qualified. This is a common misconception among managers,

Although, as a manager, you have a duty of care for employee wellbeing, you don’t have to provide all that support yourself. Most managers aren’t qualified to counsel employees or provide mental health first aid; therefore, they shouldn’t try to. Managers need to focus on providing the support they can (i.e., reasonable adjustment and arranging regular check-ins) and then directing employees to the appropriate professionals for mental health support.

During a training session, we discussed the possible options and how they could best approach the conversation. The manager then created an action plan. But then another common event occurred. Due to the manager’s lack of self-confidence, their first instinct was to ask for guidance. On further discussions and a little coaching, the manager felt more confident in their ability to handle the situation. They did the research and created a plan, and only then did they approach HR and seek support in checking their approach to ensure they had covered everything – they had.

The result was threefold: The manager became more confident in their ability and with less reliance on HR. Not only does this help ensure that issues are tackled sooner, but it also frees up HR’s time to work on other areas.

This case study highlights the importance of managers being equipped to handle mental health concerns in the workplace and the positive impact they can have on employees and the company.

If you missed out on previous editions of our Tuesday’s Top Picks, you can find a list of our back catalogue here.