Search Results

"A leader who demonstrates a commitment to maintaining his or her own physical and psychological health can influence the health of the employees as well as the health of the organization as a whole." https://www.guardingmindsatwork.ca/about/about-psychosocial-factors In Australia we have legislation and statutory agencies to encourage shifts in behaviour, and to raise awareness and responsibility around mental illness in the workplace. Fortunately, initiatives aimed at improving workplace psychological health are not restricted to annual “R U OK” day events and or  monthly lunchtime mindfulness sessions. But are we doing enough? According to Safe work Australia, from 2010-11 and 2014-15, 91% of claims were attributed to mental stress. The most common mechanisms causing mental stress were:work pressure (31%)work-related harassment and/or bullying (27%)Unfortunately  there are still many aspects of modern workplaces that would be considered psychological hazards. (Psychological hazards are  “things in the design or management of work that increases the risk of work-related stress.”) How should workplace psychological wellbeing be addressed at  an organisational  level? In my opinion the Canadian based Guarding Minds at Work (GM@W) provides an excellent benchmark internationally in its approach to creating psychologically safe and healthy workplaces. According to the model the following 13 factors  contribute to creating a psychologically safe and healthy workplace: Psychological Support: Co-workers and supervisors are supportive of employees' psychological and mental health concerns, and respond appropriately as needed. Organizational Culture :  The work environment is characterized by trust, honesty, and fairness. Clear Leadership & Expectations: There is effective leadership and support that helps employees know what they need to do, how their work contributes to the organization, and whether there are impending changes. Civility & Respect: Employees are respectful and considerate in their interactions with one another, as well as with customers, clients and the public. Psychological Competencies & Requirements : Employees not only possess the technical skills and knowledge for their role, but they also have the psychological skills and emotional intelligence to do the job.   Growth & Development: Employees receive encouragement and support in the development of their interpersonal, emotional and job skills. Recognition & Reward: Appropriate acknowledgement and appreciation of employees' efforts in a fair and timely manner. Involvement & Influence:  Employees are included in discussions about how their work is done and how important decisions are made.  Workload Management: Research has demonstrated that it is not just the amount of work that makes a difference, but also the extent to which employees have the resources (time, equipment, support) to do the work well. Engagement: Employees feel connected to their work and are motivated to do their job well.  Balance : Recognition of the need for balance between the demands of work, family and personal life. Psychological Protection:  Workers feel able to put themselves on the line, ask questions, seek feedback, report mistakes and problems, or propose a new idea without fearing negative consequences to themselves, their job or their career.  Protection of Physical Safety : Management takes appropriate action to protect the physical safety of employees. These key principles are entering the Australian business space, reflecting the shift towards a more proactive approach to workplace psychological health. There is also a realisation that it is essential to provide a psychologically safe work environment before health promotion endeavours can have significant impact. What can every employee do proactively today?   The best place to start is with a review of your own psychological wellbeing. Take a formal assessment ( GLWS ), gain feedback from trusted advisors and have an honest look in the mirror. Remember,  just as the airplane safety announcement tells us to place on our oxygen mask before assisting others, if you are not taking care of your own psychological wellbeing it is almost impossible to appropriately care for others. Once you have got your own  psychological wellbeing on track, think proactively of ways to cultivate the wellbeing of others on both an individual and organisational level. FYI: The following headline appeared in my inbox this week and prompted me to write this blog: 'Wellbeing comes first': Daria Gavrilova's heartbreaking admission after Wimbledon loss." References and resources: https://www.guardingmindsatwork.ca/about/about-psychosocial-factors 'Wellbeing comes first': Daria Gavrilova's heartbreaking admission after Wimbledon loss Yahoo Sport Australia, 2 Jul 2019, 11:26 am https://au.sports.yahoo.com/wimbledon-daria-gavrilova-heartbreaking-admission-012650430.html?guce_referrer=aHR0cHM6Ly93d3cuZ29vZ2xlLmNvbS8&guce_referrer_sig=AQAAAEpkxNuSeaM2cQWYsWBxGjI6k2xMgnSB7gfmMbZ-KuMrgnVZFD8IuOZ6NZy95Lng6zHGRk-XqimTxzyxm7mykaOZBfcM7UYEkiHk0LT94NSpxsH9r66ZodbMU12kSsM0-XPy6mw7syswgnGyKEqT2lGwzx61XMKwFJVm63iTnKJK&guccounter=2 https://www.ccohs.ca/oshanswers/psychosocial/mentalhealth_risk.html Work-related psychological health and safety. A systematic approach to meeting your duties. National guidance material. Safework Australia. https://www.safeworkaustralia.gov.au/system/files/documents/1806/work-related_psychological_health_and_safety_guide.pdf https://www.safeworkaustralia.gov.au/topic/mental-health

“Diffusion of responsibility” is often invoked to explain the bystander  phenomenon.  i.e. the idea that  someone else will call for help or has already.  Latane and Nida (1981) Whilst we can't all effectively chase dangerous knife wheedling men down a street and restrain them with chairs and milk creates, as some brave bystanders did in Sydney last week.  There is always something no matter how small that we can do to help others, yet is seems people don't always help.   (Please find links to a few videos of the event before the reference section. ) The bystander effect is a phrase first coined by researchers Darley and Latané, in 1964. They wanted to try to explain how  28-year-old  Kitty Genovese  was stabbed to death outside her apartment building in Queens, New York. Though she screamed for 30 minutes and several people heard her cries for help, no one came to her rescue or called the police.  Interesting a documentary was made in by her brother in 2016 which demonstrated  that there weren't quite so many witnesses and perhaps the headline in the papers was a bit dramatic.  Never the less the event prompted research into when and why people will or wont help others in distress.  A quick review of the literature indicates that the following types of factors indicate whether or not we will help.  People are more willing to offer help in a crisis if they are the lone observers than if others are present. Presence of friends promotes prosocial behaviour more than does the presence of strangers Dangerous emergencies are recognised faster and more clearly as real emergencies, thereby inducing higher levels of arousal and hence people will be more likely to help.If the bystanders perceive there will be serious physical harm they are more likely to intervene.  The more people observing the situation the less likely anyone will help.  What about less "dramatic" situations??  Latane and Darley's original hypothesis was that bystanders go through the following steps to decide if they will intervene: The bystander must notice the event, Interpret it as an emergency, there is a tendency to look to others to see if they consider the event an "emergency" that warrants intervention.  Feel personally responsible for dealing with it, and possess the necessary skills and resources to act. This conceptualisation often serves and a foundation for corporate initiatives aimed at improving the culture, manners and civilly within the workplaces.  What is very encouraging is that my 11 year old son was very  interested in my research for this blog as he had been discussing at school the importance of standing up for those who aren't being treated appropriately.  A final few thoughts... Irrespective of how strong or brave we are, in an emergency we can all pick up our mobile phones and call the police to come and help. If you need to still be convinced... I learnt a few years ago at a school safety briefing that the more emergency calls the police receive about an incident the higher it goes on their priority list and hence the quicker they will send help to the area.  Regular readers would know that the positive psychology literature is full of research as to how helping others is good for your mood, and career.  News links :  https://www.smh.com.au/national/nsw/sydney-stabbing-live-multiple-people-reportedly-stabbed-in-cbd-20190813-p52goc.html https://7news.com.au/news/crime/police-operation-underway-in-sydney-cbd-as-man-with-knife-taken-into-custody-c-397208 https://www.theguardian.com/australia-news/2019/aug/13/britons-hailed-as-heroes-after-restraining-man-accused-of-sydney-stabbing-attack References:  Doré, B. P., Morris, R. R., Burr, D. A., Picard, R. W., & Ochsner, K. N. (2017). Helping others regulate emotion predicts increased regulation of one’s own emotions and decreased symptoms of depression.  Personality and Social Psychology Bulletin, 43(5),  729-739. Dunn, E. W., Aknin, L. B., & Norton, M. I. (2008). Spending money on others promotes happiness.  Science, 319(5870),  1687-1688. Fischer, P., Krueger, J. I,  Greitemeyer, T; Vogrincic, C; Kastenmüller, A; et al. (2011) The Bystander-Effect: A Meta-Analytic Review on Bystander Intervention in Dangerous and Non-Dangerous Emergencies. Psychological Bulletin ; Washington Vol. 137, Iss. 4,  (Jul): 517.  Grant A. ( 2013 ) Give and take: A Revolutionary Approach to Success. Latané, B., & Nida, S. (1981). Ten years of research on group size and helping.  Psychological Bulletin, 89 (2), 308-324 https://www.wbur.org/artery/2016/08/23/witness-kitty-genovese https://www.psychologytoday.com/au/basics/bystander-effect Yalin, L., & Zhao, M. (2019) Effects of the presence of others on prosocial behavior: Perceived face as mediator. Asian Journal of Social Psychology ; Oxford Vol. 22, Iss. 2,  193-202.DOI:10.1111/ajsp.12358

Photo by  Jon Tyson  on  Unsplash “To improve is to change; to be perfect is to change often.” – Winston Churchill Whilst perhaps we don't all aspire to be perfect like Winston Churchill, thank you to my readers for telling me how you have been motivated by my blogs to make changes to your behaviour.  In response to the question I posed in my last blog "So what exactly have you been doing?", readers told me they are focusing on their wellbeing, inserting pauses and taking breaks in their work day. Some of you have educated your peers in the concepts of The Third Space in formal workshops. Others have begun prioritising what work you do to ensure it is aligned with your values and core business. The words of one reader summarised the sentiments of many others:  "I am  focusing more on thinking about what and how I do things in both life and work".   So what about the rest of the readers who didn't reply to my question...  I have formulated two hypothesises:  1. You couldn't be bothered telling me the changes you have made. 2. You aren't doing anything differently, as everything is under control.   or perhaps.... You are not doing anything differently because long term sustained behaviour change is VERY difficult and doesn't just come from reading a blog. Readers may be familiar with the Transtheoretical Model of intentional behaviour change. It is the most comprehensive model of individual change that can be applied to a variety of behaviours, populations, and settings.  The model takes into account stages of change, decision making, self efficacy (or your belief in your ability to change), and the processes involved in change.  The model identifies the following stages of change: Pre-contemplation – no intention to change behaviour Contemplation – aware of the need to change but is not yet committed to action Preparation – intent on taking action Action – active modification of behaviour Maintenance – sustained change with new behaviour replacing old (Please note that according to the model people do not progress in a linear fashion through the stages)  The Cognitive and Behavioural Processes that enable change to occur are:  1. Consciousness Raising 2. Pay Attention to Feelings 3. Notice Your Effect on Others 4. Create a New Self-Image 5. Notice Public Support 6. Make a Commitment 7. Use Substitutes 8. Get Support 9. Use Rewards 10. Manage Your Environment  As with many models in psychology its apparent  that long term sustained behaviour change is complicated and really hard to do on your own... Recent research has indicated that given the nature of individual differences in human behaviour and experiences, a bespoke, or tailored approach to individual behaviour change improves the chances of success. (To be honest, if behaviour change was easy I would be out of work, and coaching would not be a growing profession.) Interestingly Gil Bozer and Rebecca Jones identified the following three aspects of individuals that impact the effectiveness of a coaching program:  1. Learning goal orientation:  Having a growth mindset, a belief that one can always learn.  2. Self efficacy:  A belief in your ability to achieve the goal 3. Coaching Motivation:  The desire to invest effort and persistence towards changing attitudes, skills and performance before, during and after coaching.  Contrary to popular belief, the researchers found little evidence to conclude that similarity between the client and coach, and supervisor support for coaching made any difference to the success of the coaching program.  However the client's ability to trust the coach was most critical for coaching success. Therefore when selecting a coach for yourself or others be certain to research the professional expertise of the coach and their code of ethics, for when the limits of confidentiality are explicit and codified by a regulatory authority the level of trust increases.   (All Australian registered psychologists are publicly listed on the AHPRA website , and our code of ethics can be found on the APS website ) Does this mean I’ll stop blogging ?? Definitely not, because, in my opinion, my blog opens your minds to concepts that will help you to shift yourselves and others along the stages of change and it contributes to the cognitive and behavioural processes that enable change.   Readers who are ready to make  long term sustained behaviour changes to improve their leadership capability and wellbeing, please  contact me to discuss how I can help you achieve your goals.  ----------------------------------- References:  https://www.prochange.com/transtheoretical-model-of-behavior-change Noar, S.M., Benac, C.N., and Harris, M.S. (2007) Does tailoring matter? Meta-analytic review of tailored print health behavior change interventions. Psychological Bulletin, 4, 673-693. https://scienceforwork.com/blog/workplace-coaching-success/ Bozer, G., & Jones, R. J. (2018).  Understanding the factors that determine workplace coaching effectiveness: A systematic literature review. European Journal of Work and Organizational Psychology ,  27 (3), 342-361. Dweck, C. S. (1986). Motivational Processes affecting learning. American Psychologist, 41 , 1040-1048 Prochaska, J.O., DiClemente, C.C., & Norcross, J.C. (1992). In search of how people change: Applications to the addictive behaviors. American Psychologist, 47, 1102-1114. PMID: 1329589 Salas, E., & Cannon-Bowers, J. A. (2001). The science of training: A decade of progress. Annual Review of Psychology, 52 , 471 – 499. https://brightdrops.com/quotes-about-change

You regularly read my blogs, and I blog about behaviour change.  So please Just hit Reply and tell me " What are you doing differently? https://giphy.com/gifs/YWbTHHWtM94I1BakbT/html5 You regularly read my blogs: The internet kindly keeps stats, so I know a large number of you regularly read my blogs. I Blog about behaviour change:  As a quick reminder, over the last 12 months I have written about:  psychological wellbeing at work the benefits of exercise setting boundaries  relaxation hacks  reconnecting with positive emotions the impact of boredom considering change evidence based practice increasing  social interaction and luck experiencing  leisure reclaiming your lunch break leadership in a merger self awareness for future  leaders maintaining  calm habits changing habits one at a time creating and celebrating moments fun at work So please email me and let me know what you are/ are not doing differently and why.

We are entering the era of flexible of working hours; diversity and inclusion; flat structures, job crafting, and truly global teams. All of these practices are based on principles like trust, fairness, and appreciation of individual differences and have been made possible in some way by technological innovation. Yet sometimes it seems that these advances in technology have both enabled and limited our wellbeing. “I want to ride to the ridge where the West commences gaze at the moon till I lose my senses And I can't look at hobbles and I can't stand fences Don't fence me in” Cole Porter https://youtu.be/vMnLoOnrwbg https://twitter.com/Alsdorf_JAR/status/1137325546872999941/photo/1 At no other time in history have the lines between work and play been more blurred and it seems to be on the rise. It is very easy to connect to work, friends, family, clients, customers and stakeholders 24 hours a day 7 days a week. Yet there is greater awareness that if we are unable to detach psychologically from work, it is likely that we will experience high levels of emotional exhaustion and need extensive recovery. Last week I provided feedback to a client on his wellbeing using the Global Leadership Wellbeing Survey (GLWS) ( https://www.glwswellbeing.com/ ) as part of his preparation for an international work transfer. The GLWS is based on a multifaceted approach to wellbeing in both work and life. My client is in a role that enables him to feel he is leading a ‘good and full life’ which holds meaning and purpose. He always feels engaged, alert and switched on at work. He also proudly explained to me that due to his expertise he is always available after hours in the event of a crisis. Thus, as you can begin to surmise, it was in the area of boundaries that the wellbeing red flags began to emerge. My client confessed that he has never been disciplined about switching off from work, and openly admits that his work life often has a negative impact on his personal life. He is acutely aware that this needs to change, especially as his new role is more challenging and if he doesn’t change his ways, the consequences may be disastrous. Yet his strong ideological alignment with the purpose of his work makes it difficult for him to set any work life boundaries. As individuals we vary in our habits and ideological beliefs around separating work and life. Ellen Kossek, who has researched extensively in this area, found there are three ways people tend to conceptualise boundaries: Separators: who strive for a greater divide between work and personal Integrators: who prefer to blend work and non-work roles. They often choose to work during vacations or, selecting a career that overlaps with hobbies or personal life. Cyclers: who experience recurring patterns of separation from life to focus on work, followed by intense work life integration. Interestingly Kossek found that people do not necessarily remain fixed in these categories. Rather they have a tendency to switch in their focus as their values, perceptions, motivations and ‘roles’ in both life and work change. So what did my client decide to start doing? He has found and joined a basketball team in the new city, not only cant he take a phone onto a basketball court but he knows it is the only sport that pulls him away from work and in which he becomes totally immersed. He has requested a work mobile, so that he is only contacted out if office hours for real emergencies. In addition he is practicing the third space to help the transitions from work to life. Finally, he is meeting with the new CEO to ensure that there are policies, procedures and practices aimed at establishing healthy boundaries. Maintaining and finessing all of these strategies will be a large part of the ongoing coaching program, particularly as he transitions to his new role overseas. Where does that leave you as a leader? How exactly can you manage this complexity? Perhaps the best place to start by answering the following questions: What is my personal perspective on boundary setting and how does it differ from my team, colleagues customers and stakeholders? When do I completely switch off? When does my team completely switch off? What behavioural norms in my team may imply we should never switch off? How does my team perceive my work boundaries? Are some jobs designed such that they imply staff should be available 24/7? If so what can be done to alter this? How do our policies, procedures and practices impact work life boundaries? What are the real and implied expectations of our customer/client stakeholders? Are there buffers between work and life? What needs to change and how? Thank you to Rob Briner for his tweet (see below) which inspired some of the concepts in this blog. References and further reading: Dodge, R., Daly, A., Huyton, J., & Sanders, L. (2012). The challenge of defining wellbeing. I nternational Journal of Wellbeing, 2(3), 222-235. Kossek, E, (2016) Managing work life boundaries in the digital age, Organizational Dynamics, 45,3 258-270 https://www.sciencedirect.com/science/article/pii/S0090261616300705 Purser, R. (14/6/19) The mindfulness conspiracy The Guardian. https://www.theguardian.com/lifeandstyle/2019/jun/14/the-mindfulness-conspiracy-capitalist-spirituality Stew Freidman, Work and Life podcast Ep 125. Elllen Kossek: Evidence-Based Ideas for Managing Boundaries http://www.workandlifepodcast.com/blog/ellen-kossek-evidence-based-ideas-for-managing-boundaries https://www.blackdoginstitute.org.au/docs/default-source/factsheets/facts_figures.pdf?sfvrsn=8 https://www.aph.gov.au/About_Parliament/Parliamentary_Departments/Parliamentary_Library/pubs/rp/rp1819/Quick_Guides/MentalHealth https://www.google.com/search?ei=os8IXd-dHYX2rQGhl6ToCg&q=don't+fence+me+in+lyrics+cole+porter&oq=dont+fence+me+in+lyrics+col&gs_l=psy-ab.1.0.0i13j0i13i10i30.3888.4716..6210...0.0..0.374.1097.0j1j1j2......0....1..gws-wiz.......0i71j0j0i22i30j0i22i10i30.qKpjqnklizU Sonnentag, S. Kuttler, I, & Fritz, C. (2010) Job stressors, emotional exhaustion, and need for recovery: A multi-source study on the benefits of psychological detachment. Journal of Vocational Behaviour 73, 3, 355-365 #wellbeing #boundaries #EllenKossek #GLWS

Photo by Alan Hurt Jr. on Unsplash Take a moment and recall the first time you achieved something that you felt was significant in your personal or professional life. Remember the positive emotions associated with the achievement, that feeling of joy that made you smile, and perhaps even jump in the air. Typically, when we make a career or business decision, we need to embark on a specific course of action for at least 6 months or more to really notice any significant impact. In the words of a wise woman "you need to keep doing what you are doing, and it will pay off". As you progress in your career, you begin to recognise that most major achievements are more like a marathon than a sprint. Somehow as we advance in our careers our strong positive reactions to small achievements tends to diminish. This is troublesome, as in my opinion it’s just as important to smile when you have had a positive first meeting with a new client, as it is to pause and reflect when you close a large business deal. (For those who need convincing, the positive psychology literature focuses on multitude of benefits of regularly experiencing positive emotions.) The bigger conundrum for me is how do we maintain our joy for small achievements over time? Readers would be aware that there is a large body of research by clinical psychologists and psychiatrists on the development of ‘tolerance’ and the physical and psychological factors that drive an addict to keep increasing the regularity and quantity of their poison of choice. Does this research mean that we need to keep upping the ante with our achievements to experience joy? Or are there other ways to ensure that we allow ourselves to re-experience joy even when we have achieved something quite similar in the past. Adam Grant has a technique he started using to reconnect with positive emotions, when he noticed he was less excited at the release of his second book than his first. In a podcast with Shane Parrish he explained: “When these milestones moments occur, I rewind about 5 years and I ask myself ‘if my 5 years ago self knew this was going to happen how excited would I be?’ … It’s my responsibility to be that excited now, that generally gets me back in touch with the emotion.” This week I have been working with a group of senior executives who are in the midst of a restructure. All my clients will be moving into interesting challenging roles and the majority will be getting a promotion. Naturally in the lead up to the announcements they were anxious about the outcome, thus the main emotion many of them felt when they first met me was relief. However, as the focus of the conversations moved to the future for themselves and their teams, they began to smile, and the joy began to emerge. I encouraged them all to sit for a moment and fully experience the joy that accompanied successful sustained effort. I noticed some of them stifling their smiles, as if something bad may happen if they allowed themselves to let the positivity rise up to the surface. As one client realised that joy was not synonymous with gloating, he expressed the belief that he could return to his habit of doing a ‘happy dance’ after a successful meeting. Another told me he would be changing the screen saver on his lap top to a silly “gif” file to serve as a visual reminder to himself and his team to experience joy more often. My last cleint had just read Option B and decided she would follow Sheryl Sandberg's example and end each day by writing down three moments of joy. So what will remind you to re-experience joy? ______________ References and further reading: The Flywheel Effect https://www.jimcollins.com/concepts/the-flywheel.html Heath C. & Heath, D. (2017). The power of Moments (see chapter 8 Multiply Milestones). Sandberg S & Grant, A (2017) Option B. Siegel, S. (1979). The role of conditioning in drug tolerance and addiction. In J. D. Keehn (Ed.), Psychopathology in animals: Research and clinical implications (pp. 143-168). San Diego, CA, US: Academic Press. Seligman, M. E. P., & Csikszentmihalyi, M. (2000). Positive psychology: An introduction. American Psychologist, 55(1), 5-14. Please contact me for more positive psychology references. Listen to Jim Collins on Making good culture great, in the Eat Sleep Work Repeat Podcast https://podcasts.apple.com/us/podcast/jim-collins-on-making-good-culture-great/id1190000968?i=1000432141945 Listen to Givers, Takers, and the Resilient Mind from The Knowledge Project with Shane Parrish in Podcasts. https://podcasts.apple.com/au/podcast/the-knowledge-project-with-shane-parrish/id990149481?i=1000392517331 For some fun gif files: https://giphy.com/explore/joy-happiness #joy #coaching

Photo by Marc Rafanell López on Unsplash There is a constant push for change in order to disrupt markets and be ahead of the competition. Kodak and Nokia are repeatedly presented as examples of cautionary tales of what may happen if companies do not embrace innovation. However, is change always necessary and recommended? Did the Australian banks go too far by diversification? Should the large accounting firms be pushing into new markets by acquisitions? My expertise is not in business and therefore I shall not provide answers to the above questions, yet as an Organisational Psychologist I am well aware of the almost addictive power of the strong positive emotions that often accompany a new idea. Many readers would have experienced a decisive 'ah ha moment' that puts a spring back in their step, has their brain working at 100km/hour and appears to be 'perfect'. Yet it is possible that emotions have hijacked the decision-making process and perhaps change is being pursued for the wrong reasons. Whilst I am certain that my readers are intelligent, rational and have excellent business expertise, occasionally our decisions are hijacked by the following traps: stress fear ignorance bias assumptions pressure lack of time groupthink boredom Before you rule out boredom, remember it doesn't necessarily come from idleness. There are many people who are extremely busy and overwhelmed by their work and personal commitments, yet they are 'bored'. Often in coaching my clients have major decision to make, and they are well aware that typically I don’t give advice but prefer to guide them through a rational decision-making process. Whilst there are many effective logical methods to make decisions, I thought it may be interesting to readers to share my approach. (This approach has been influenced by the literature on decision making, and job satisfaction, as well as coaching paradigms taught to me by Tony Grant and Michael Cavanagh.) Identify your values: Be very clear as to what really matters to you and the organisation List your biases Document all internal and external stakeholders who will be directly and indirectly impacted Generate multiple alternatives: In my experience people fall short in the idea generation phase, and mistakenly believe that consideration of one or two alternatives to the status quo is sufficient. To increase the options, try the following: Ask “what else”? Challenge yourself to generate options that are missing a common ingredient- eg car without petrol or electricity. Research the alternatives: Bias can creep in at this stage, be mindful when you are consulting with others, and looking at data and evidence that you are seeking objective information not just validating your preferred choice. Write the pros and cons of each option, including the status quo. At this point things get complicated… What should you do with the pros and cons list? The values clarification, and identification of biases and stakeholders should help you to understand the weight you may be placing on the different pros and cons. In my opinion, the pros and cons process should open your eyes to the consequences of your decision, rather than necessarily direct the decision. Why are we encouraged to sleep on a problem, with the hope we will wake up with the perfect solution? Anecdotally there is a widespread belief that: “People possess a powerful, sophisticated, adaptive unconscious that is crucial for survival in the world” (Wilson 2002, p. vii) and that we should think less rather than more about complex decisions (Dijksterhuis et al. 2006b).” For decades, psychologists have debated the different roles of the conscious and the unconscious in complex decision-making. A comprehensive review of this literature was conducted by Newell and Shanks, they argue that we place too much importance on the power of the unconscious in decision making as the research is inconclusive. Suggesting that a combination of following logical processes and taking time to reflect may be most beneficial. (Please email me if you would like a PDF of the article). So, perhaps next time you are considering making a major change to your life or work be truly honest with yourself and as Aesop cautioned, "look before you leap". ______________ References and Further reading: https://www.accountingtoday.com/news/major-changes-ahead-in-accounting-firm-m-a https://www.michaelwest.com.au/conflicts-of-interestrus-kpmg-pursues-pwc-back-into-insolvency/ https://www.afr.com/news/special-reports/top-accounting-firms/m--a-can-be-difficult-for-accounting-firms-20171124-gzs8el Dawis, Lofquist, and Weiss (1968) A theory of Work Adjustment(A revision) Minnesota studies in vocational rehabilitation.xxiii http://vpr.dl.umn.edu/sites/g/files/pua2236/f/monograph_xxiii__a_theory_of_work_adjustment_a_revision.pdf Cavanagh, M.J. (2013). The Coaching Engagement in the Twenty-first Century: New Paradigms for Complex Times. In Clutterbuck, David and Megginson (2013) Beyond Goals Effective Strategies for Coaching and Mentoring Chuang, S (2007) Sadder but Wiser or Happier and Smarter? A Demonstration of Judgment and Decision Making. The Journal of Psychology Provincetown Vol. 141 1, 63-76. Heath and Heath (2013) Decisive How to Make Better Choices in Life and Work. https://heathbrothers.com/ot/wp-content/uploads/2013/03/The_WRAP_Process_one_pager.pdf https://heathbrothers.com/ot/wp-content/uploads/2014/11/Six-Simple-Questions-That-Yield-Better-Decisions.pdf Newell, B.R and Shanks D.R (2014) Unconscious influences on decision making: A critical review, Journal of behavioural and brain sciences 37,1-61 http://www.quotationspage.com/quote/30849.html #change #decision #boredom

Photo by Tyler Nix on Unsplash “If we create networks with the sole intention of getting something, we won’t succeed. We can’t pursue the benefits of networks; the benefits ensue from investments in meaningful activities and relationships.” Adam Grant. I am fortunate to have a large list of subscribers to my blog, from a variety of Organisations, cities and professional backgrounds. My aim is for my blogs to provoke thought and change behaviour, and I am always appreciative of your comments and feedback. Yet I am mindful that connecting with you via the internet is no substitute for real personal interaction. Irrespective of how sophisticated technology will advance, I honestly believe nothing will ever replace the power of face to face human connection. As you know varied social interaction has many benefits including: Psychological health Intellectual stimulation Resilience Happiness Physical health Reducing Workplace agression Positive peer pressure Creativity Motivation Helping others Luck The last two points are not traditional reasons for social interaction yet I think they are worthwhile additions to my list. The multitude of benefits of helping others are best articulated by Adam Grant in his book Give and Take. According to Grant an excellent way of helping others is the five minute favour, where you simply offer to do something little for someone else. I think that there is always one thing that we can do for others: an introduction; a non-judgemental perspective on a problem; or recommending a good book or podcast. Including variety and randomness in your social contact with others according to Richard Weisman, will increase your luck in life and work. So how can you put this all together in your life and connect properly with people in the world beyond blogs, emails, WhatsApp and social media? Today you should start to think about who you would like to re-connect with in person, perhaps it's someone whom you typically contact via email or brief sms. Drawing inspiration from Richard Weisman’s research into luck, to increase variability (and have some fun) literally roll a dice to decide whom you should contact first. When you make the face to face arrangement, challenge your guest to come along with a request, like a five minute favour that you can do for them. By presenting this challenge you will deepen the personal connection, take away any awkwardness and in the future feel the satisfaction of doing something for someone else. Remember giving has long term, benefits as Adam Grant so aptly put it: “Being a giver is not good for a 100-yard dash, but it’s valuable in a marathon.” In the spirit of practicing what I preach, I too shall be 'rolling the dice' to choose people from this mail-chimp list to connect with face to face (or via Skype if you are out of Sydney). I am of course always keen to catch up with all of you, so if you want to “jump the queue” please email me to schedule a coffee or if you want to come to an interesting talk or event with me. Thank you to Adam Grant for his recent podcast which inspired this blog. Networking For People Who Hate Networking in WorkLife with Adam Grant. episode 4. https://podcasts.apple.com/au/podcast/networking-for-people-who-hate-networking/id1346314086?i=1000432304009 ______________ References and Further reading: Do the self assessment see if you are a giver or a taker. https://www.adamgrant.net/give-and-take-assessment Networking For People Who Hate NetworkingWorkLife with Adam Grant. episode 4. https://podcasts.apple.com/au/podcast/networking-for-people-who-hate-networking/id1346314086?i=1000432304009 https://www.psychologytoday.com/au/blog/living-mild-cognitive-impairment/201606/the-health-benefits-socializing Brown, Valerie M; Loh, Jennifer M I, Marsh, Nigel V. (2012) Moderators of Workplace Aggression: The Influences of Social Support and Training. Australian and New Zealand Journal of Organisational Psychology; Vol. 5,: 32-42. Cohen, S. (2004) Social relationships and health. American Psychologist. ; 58(8): 676-684. Grav, S., Hellzen, O., Romild, U., & Stordal, E.(2012) Association between social support and depression in the general population: The HUNT study, a cross-sectional survey. Journal of Clinical Nursing. 21(1-2): 111-120. Grant Adam (2013) Give and Take: A Revolutionary Approach to Success. Rosengren, A., Orth-Gomer, K., Wedel, H., & Wilhelmsen, L. (1993). Stressful life events, social support, and mortality in men born in 1933. British Medical Journal. 307(6912): 1102-1105. http://www.richardwiseman.com/resources/The_Luck_Factor.pdf https://www.youtube.com/watch?v=3NHSmOcX6wU Schutt, R K; Meschede, T; Rierdan, J. (Jun 1994) Distress, suicidal thoughts, and social support among homeless adults. Journal of Health and Social Behavior; Washington Vol. 35, Iss. 2, : 134-42. Southwick SM, Vythilingam M, Charney DS. (2005) The psychobiology of depression and resilience to stress: Implications for prevention and treatment.Annual Review Clinical Psychology. 1:255–91. #AdamGrant #RichardWeisman #networkingtips #GiveandTake

For about 22 years I have grappled with a good explanation of why evidence-based practice is so important for all organisations and how it informs my executive coaching work. Before I provide my perspective, I shall make a disclosure, I am a scientist. I studied maths, physics and chemistry in high school and then a further six years of psychology (the science of human behaviour) at university. My hypothesis testing approach to problem solving was formulated at a young age and is continually reinforced by all my ongoing education. To keep up to date with advancements in my field I rely on the work of Psychologists, predominantly Organisational psychologists and their books, articles podcasts and workshops. When I have a specific topic that interests me, I search peer reviewed academic journals. What concerns me more than ever is the lax approach to evidence in organisations. When google can tell you what is best practice in diversity and inclusion, or how to reduce staff turn over in your organisations, it is worrying. I am certain that my readers are sophisticated at separating the wheat from the chaff when looking at google search results. But how many of you are allowing yourselves and your team to research properly before making an important strategic decision that impacts your most valuable asset your people? Jeanne W. Ross, believes that formulating hypotheses will be more beneficial than setting goals for business success. She explains, “Hypotheses force individuals to articulate in advance why they believe a given course of action will succeed. A failure then exposes an incorrect hypothesis — which can more reliably convert into organisational learning.” Another way of looking at a hypotheses is that we take a practical issue or problem into an answerable question. Once we have our hypothesis, we need to collect evidence, this is the spot where many organisations and leaders and ‘experts’ fall short. According to Rob Briner , Professor of Organisational Psychology at Queen Mary University of London and CPID in the UK, good evidence comes from 4 main sources: Scientific literature Organisational internal data Stakeholder values and concerns Practitioner’s professional experience My very first psychology supervisor taught me about the concept of triangulation, that in order to for a conclusion a multiple sources of evidence needed to support our point of view. While this was highly relevant in preparation of the expert court reports I was preparing at the time, I find in practice this approach needs to be used with caution. Sometimes anomalies are useful and informative, many scientific breakthroughs initially appeared to contradict the prevailing world view. Therefore when possible I like to make a note of the opposing views to test in future hypotheses. Finally, once you have taken a course of action, don’t forget to assess it, and see if it’s actually giving you the outcome you expect. I know I have rose coloured glasses, yet am acutely aware that collecting evidence from all four sources is not always so straight forward. There can be internal political reasons why some data may be hard to access or may not even exist in the first place. In addition collecting detailed evidence may not be possible due to theoretical, practical and commercial realities. However, it is always worthwhile to reminding yourself that biases and blind spots will impact the quality of your decision, and thus regularly referring to the checklist above is worthwhile. So how do I use this approach to my coaching? Perhaps this question is best answered by an example. Earlier this week I had my first session with a new client who has self-referred to leadership coaching. For many reasons she did not want to formally bring others from her organisation into the coaching process at the moment. It was therefore specifically she is keen to find out the following: Does she have the ability to influence the strategic direction in any organisations on matters if ethical responsibility? and if not, how can she acquire these skills? In her current organisation can one individual at her level person have influence on the values, behaviour and strategic direction as it relates to ethical behaviour? If so could she be this person? The answers to both these questions will require the collection of evidence where possible from the four sources described above. Assessing the literature will be the most straightforward part, my cleint being brave enough to get honest feedback on her capability and the organisational culture will be much more complex. Thank you to Bruce Daisley for his interview with Rob Briner on evidence based practice, which inspired this blog. I encourage you to all take some time to have a listen. Listen to episode 11: Evidence Based Management - Rob Briner from Eat Sleep Work Repeat in Podcasts. https://itunes.apple.com/au/podcast/eat-sleep-work-repeat/id1190000968?mt=2&i=1000427142632 For those who do not have iTunes: https://play.acast.com/s/eatsleepworkrepeat/evidencebasedmanagement-robbriner References: Photo by JESHOOTS.COM on Unsplash Ross, J. (2019) Why Hypotheses Beat Goals, MIT Slone management Review https://sloanreview.mit.edu/article/why-hypotheses-beat-goals/ Why the Best Ideas Are Often Ignored—Even Ridiculed—for Years https://heleo.com/conversation-why-the-best-ideas-are-often-ignored-even-ridiculed-for-years/20072/?utm_source=newsletter_the_lift&utm_campaign=04_08_19 https://www.ted.com/talks/margaret_heffernan_dare_to_disagree?language=en #evidencebasedpractice #coaching #OrganisationalPsychology #HypothesisTesting

It is extremely frustrating in life to look around and believe that everyone else seems to have all the luck. Lucky experiences can have the most dramatic – and hopefully - positive influence in our lives. Is there a secret to being lucky? Perhaps its just karma or just coincidence that results in lucky people always being ‘in the right place at the right time’? A British psychologist called Richard Wiseman decided to study lucky people with the hope of helping people become luckier. He researched over 400 people of different ages who described themselves as either lucky or unlucky and found that there is a secret to being lucky. In fact, lucky people - without even knowing it - think and behave in ways that create good fortune in their lives. Firstly, lucky people are good at ensuring there is variety and randomness in their lives. For example: once a week they buy their morning coffee in a different café, or they take the ferry not the bus (you would be pleasantly surprised by the networking that goes on from Rose Bay to Circular Quay at 7:15 am). These new and random experiences increase the chances of having new opportunities. Secondly, lucky people are also better at spotting and acting on chance opportunities. The lucky person tends to be more relaxed and thus will see what possibilities are really there rather than just the ones they are looking for. Conversely, when unlucky people go to an event with, for example, the aim of finding new clients, they miss out on meeting people who could have become close friends or potential business partners. Finally, lucky people tend to research the facts but follow their intuition when making a choice. They know that they have a warehouse full of knowledge and experiences that they have amassed over time and they trust that their brains are designed to look for patterns that inform useful decision-making. In addition, lucky people allow themselves to get excited and to take the action necessary to make things happen. The good news is that we can all learn to be lucky. So, increase the variety in your life; be open to new things; be inspired and take advantage of any new opportunity that comes your way. Good Luck! #luck #coaching #networkingtips #RichardWeisman

I decided to walk up some random stairs during my lunch break and saw this beautiful view!! Some of my Australian readers may be old enough to remember the 1970s and early ’80s, in when salary packages commonly included a range of tax-free benefits including company cars, travel and restaurant meals. The restaurant industry definitely benefitted, as the business lunch was often a long drawn out affair. Whilst the taxation law changed in 1986, it was not meant as a signal to not eat lunch, but perhaps not to spend 6 hours eating lunch and drinking lots of wine. I am constantly surprised by the number of people who eat their lunch at their desks. Often they are people who are focused on fitness and health yet they are not taking the time to enjoy their nutritious meal in the middle of the workday to give their brains and bodies energy. Having recently gained accreditation in the Global Leadership Wellbeing Survey (a comprehensive measure of situational well being in leaders) I find in my discussions with clients about wellbeing, the subject of eating lunch often comes up. As you would know wellbeing can be improved by: putting nutritious food into your body, setting boundaries between work and life, taking regular breaks in the workday, focusing the mind on interests beyond work, connecting socially with others, and giving to others. With a bit of planning all of these can be accomplished by scheduling regular proper lunch breaks. One client proudly told me he didn’t bring lunch from home so he would have to leave his desk walk a bit and buy lunch. When I remained quiet, he sheepishly told me that typically he is away from his desk for a good 7 minutes, 10 perhaps if there was a long wait for the lift. Ironically my client works two blocks from circular quay, a stunning iconic location in Sydney where tourist flock in droves to peer at our magnificent harbour. This client reports to the CEO of a multinational organisation and has ambitions to expand his Australian role to Asia Pacific in the next 12 months. He travels extensively and he has set himself significant challenging goals for the year ahead, both in terms of work and wellbeing. As part of the wellbeing conversations, we started talking about the changes he wanted to make in the culture of his team. It was not necessary to remind him of the physical, psychological and intellectual benefits of a lunch break, or how unhygienic it is to have a messy keyboard. Rather we focused on what habits he wanted to create, for part and full-time staff, and how was they would to stick to their new routines. Here are some of the ideas we generated: Once a fortnight eat lunch with someone you don’t work with: You can meet face to face, or if you don’t work close to others, make a telephone date and have a ‘virtual lunch’. Do not talk about your work the whole time, this is not a marketing meeting, it’s lunch 2. Once a week eat lunch away from your desk for 45 minutes, you can listen to an audio book, read a novel, watch some sport, listen to a song, day dream, people watch, but DO NOT DO ANY WORK!! 3. Set up a monthly no excuses lunch group, meet three or four good friends who you don’t work with to enjoy a good meal. Set some group rules that unless you are ill or need to attend a funeral you have to attend lunch. (Thank you to my husband and his crew for this idea) 4. Every quarter have a team lunch out in the fresh air. 5. Once a week go outside, if possible to a park or where you can see some nature to sit and eat lunch. 6. If you feel compelled to eat at your desk, or in your office, then ensure you go for a walk for 15 minutes and properly ‘clear your head’ from work. 7. Every few weeks, connect and have lunch with someone you can help either personally and professionally. 8. Finally keep the GP (and your mum) happy and include some fresh vegetables in your lunch every day. For those readers who are keen to improve your wellbeing here is some homework to keep you accountable: Pick a regular lunch break idea that you are going to stick to. Book your lunch breaks in your diary. Tell your staff, peers, boss, etc your plan. Email me your plan If you feel like being a teenager send me a picture of you at your lunch break Send me an email and let's meet for lunch, #lunch #wellbeing #GLWS

The summer is here in Sydney, we are all about to have a few public holidays and perhaps a week or more out of the office. It would be particularly nice if we could just flick a switch and automatically switch off from work. My readers in the northern hemisphere, I encourage you to please read on, as being able to easily unwind is just as relevant to you. My very first psychology supervisor taught that me there are three main ways people can relax: focusing on muscles; using imagery; and concentrating on breathing. In my experience those who find exercise a good way to switch off will also find progressive muscle relaxation techniques suit them. If you are more attuned to imagery, you may find reading novels and listening to guided imagery, relaxing. Finally, for those who can concentrate on their breathing, similar techniques like meditation, and aspects of mindfulness can also be beneficial. So what exactly are these three approaches? Progressive muscle relaxation was developed by the physician Edmund Jacobson in the early 1920s. Jacobson argued that since muscle tension accompanies anxiety, one can reduce anxiety by learning how to relax the muscular tension. Recent research has demonstrated many long-term benefits of progressive muscle relaxation, including decreased blood pressure, and heart rate, and even headaches. While guided imagery has been component of helping in ancient medicine, religions and cultures, it was first presented in an academic context in 1982, by Drs. Bresler and Rossman to 1,400 with a focus on practical applications in the health context. There is now also a vast body of research demonstrating its benefits for a multitude of health concerns including stress reduction, and pain management . Finally, diaphragmatic breathing, belly or deep breathing is marked by expansion of the abdomen rather than the chest when breathing. Daily practice in inhaling and exhaling deeper, and more slowly can have immediate benefits, in areas like hypertension, and aggressive behaviour to name a few. A recent literature review of the academic databases (MEDLINE, Scopus, Science Direct) found there were actually 10 forms of relaxation that are easy to learn and practice, which have with beneficial results in individuals who are well or unwell. These are: progressive muscle relaxation, autogenic training, relaxation response, biofeedback, emotional freedom technique, guided imagery, diaphragmatic breathing, transcendental meditation, cognitive behavioural therapy, mindfulness-based stress reduction and emotional freedom technique. (Click here for more information. https://pdfs.semanticscholar.org/75ca/f800c159ce1d28ec0dc45de8f867d3fade90.pdf) Naturally people do not fit neatly into a relaxation type, and the categories are more like a Venn diagram with elements of overlap. It is however extremely helpful to have an inkling as to which relaxation style may suit you best. As a brief introduction to progressive muscle relaxation, guided imagery, and breathing please find three 20 minute recording’s on my resources page. I invite you over the next few weeks to have a listen and email me your thoughts. Finally, thank you for taking the time to read my blog, come to my events, and participate in my coaching in 2018. Wishing you seasons greetings a relaxing and rejuvenating break and all the best for 2019. I am spending January with the family and will have intermittent access to emails during this time. ______________ References and further reading: Jacobsen Phillips, E. (2015) Psychological characteristics of elite mixed martial artists: a coach’s perspective. A PsyD Clinical Dissertation Presented to the Faculty of the California School of Professional Psychology at Alliant International University San Diego LaVogue, C.B. (2016) School-based treatment of headache in adolescents: an evaluation of a brief cognitive behavioral package. A dissertation submitted to the Kent State University College of Education, Health, and Human Services in partial fulfillment of the requirements for the degree of Doctor of Philosophy. Nelson, C.R (2016) Exercise versus relaxation: compared effectiveness for college students’ well-being. A Dissertation Presented to the Graduate Faculty of Saint Louis University in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Varvogli, L. & Darviri, C. (2011) Stress Management Techniques: evidence-based procedures that reduce stress and promote health. Health Science Journal, 5, 2, 74-89 #Relaxation #progressivemuscle #guidedimagery #breathing