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“Hey, white liar Truth comes out a little at a time And it spreads just like a fire Slips off of your tongue like turpentine And I don't know why, white liar Here's a bombshell just for you Turns out I've been lying too” White Liar by Miranda Lambert (Click  here for the  song) Photo by Pawel Czerwinski on Unsplash "I don’t understand, they are lawyers and accountants, they belong to two professions with strict codes of conduct. What happened ?" Coaching client Researchers have found that many unethical behaviours that may seem deliberate are actually unintentional.  Although some people plan to behave unethically, many individuals start with good intentions but ultimately engage in unethical behaviour. Unethical behaviours are defined as acts that have harmful effects on others and are “either illegal or morally unacceptable to the larger community” ( Jones, 1991 ).   Researchers have found that to behave ethically the following is required:  1. Recognition of the moral aspect of an issue, decision, or situation,  2. Reasoning through moral dilemmas  3. Activating a moral decision-making process   4. Taking appropriate action.  Failure can occur at any stage and these steps take time, a clear head, and resources.   Why do people behave unethically?  “ There is an increasing gap (Ethics Expectation Deficit) between the importance society is placing on ethical behaviour and broad ethical performance.” Governance Institute of Australia Ethics scholars have long debated whether unethical behaviour is primarily a result of character flaws, situational influences, or both. Recent research is supportive of the interactive model. Researchers have found that the decision to behave unethically commonly requires people to weigh two opposing forces: the desire to maximize self-interest and the desire to maintain a positive moral self-image and future relationships. Immediate self-interest can be alluring, even when it contradicts the overarching objective of maintaining ethical conduct. Researchers have found that Self-control is essential to resolve the internal conflict between the short- and long-term benefits of dishonest acts. Resisting unethical behaviour consumes self-regulatory resources, repeated exposure to ethical dilemmas is taxing and may make otherwise ethical individuals particularly vulnerable. Interestingly, researchers have found that individuals who strongly value morality, easily recognise and reason through moral issues and thus researchers have found that they may not need to rely on their self-control.   What increases the likelihood of unethical behaviour? "The modern high-power dealer of woe wears immaculate linen, carries a silk hat and a lighted cigar, sins with a calm countenance and a serene soul, leagues or months from the evil he causes" (Ross, 1907, Periods of stress like organisational change, financial pressures, increased competition, and ambiguity, place extra cognitive demands on leaders exacerbating the likelihood of poor ethical decision making.   Researchers have found that leaders who tend to display anger, be impulsive, and unable to control or resist urges may struggle to control inappropriate emotions and behavioural patterns. They may engage in unethical and damaging interpersonal behaviour that is inconsistent with organizational norms and demonstrate unethical conduct in the workplace. Regular readers would know that the behaviour of the leader sets the tone for the behaviour of others in the organisation.   “While bonuses and commissions offer powerful incentives, they can also motivate individuals to focus on short-term goals at the expense of being a team player – discouraging collaboration and encouraging cheating.” Dr Michael Collins.   Researchers have found that setting compensation goals can increase dishonesty when managers are also paid a bonus for hitting certain targets. Staff may behave dishonestly, and unethically, increase their risk-taking, and not exercise self-control.  In addition, competitive cultures if not managed appropriately can drive poor ethical behaviour. “The research shows that in many cases, unethical behaviour is the result of people simply failing to recognise the nature of their actions. It’s a deterioration in judgement that can lead to otherwise good people doing bad things, but this doesn’t make them any less harmful,”   Dr Michael Collins   Regular readers are familiar with the concept of resource depletion and its impact on well-being. Researchers have found that the depletion of resources has been found to compromise an individual's ability to make appropriate ethical decisions. Common stressors include: Exhaustion, Frustration Lack of sleep Working under time pressure, Meeting unrealistic work demands Repetitive exposure to complex ethical dilemmas   When individuals are motivated more by a desire to  appear  moral than to actually  be  moral, researchers have found that these self-serving justifications are unlikely to promote ethical behaviour at the individual or organisational level. Regrettably, an insidious cycle can perpetuate unethical behaviour, as individuals may grow bolder after successfully engaging in such conduct in the past. Alternatively, they may feel trapped, seeing no viable way to rectify the situation other than persisting in their inappropriate actions. What can be done? Leaders should be encouraged to develop emotional self-awareness and self-regulation to help build resilience to adversity and setbacks.  The third space is an excellent practical technique to use in this context. Researchers have found that employees should carefully schedule their activities. For example, leaders may benefit from arranging tasks to reduce the likelihood that their employees will face ethical decisions when their self-regulatory resources are depleted.  In addition to educating staff on the ethical issues about common dilemmas that employees face at work, leaders have a responsibility to focus on removing temptations, developing self-control, and monitoring individuals who are at risk. The selection of employees across various levels, particularly in challenging and high-stress work settings, is crucial. This includes the identification and nurturing of leaders who bear the ultimate responsibility for maintaining ethical standards and driving organisational change. Neglecting to consider these traits like anger and impulsivity, and previous history of ethical decision-making, could have adverse effects on both employees and organisations. Final thoughts: Clear policies and procedures and an organisational commitment to the appropriate management of unethical behaviour in the workplace are crucial. Leaders need to be consistent in their approach and ensure that their behaviour in this context is of the highest ethical standards. Some readers may know that I have the privilege of supervising Organisational Psychology Masters students and Masters graduates, to meet the regulatory requirements required to practice and use the title organisational psychologist. There is national legislation that defines the process I undertook to be an approved supervisor and the role and responsibility I undertake in this capacity. One of the 8 competencies that supervisees need to learn pertains to ethics, specifically, I need to ensure they are aware of any limitations of competence, ethical difficulty, personal bias or aspect of personal development in the registrar that the supervisor perceives to be affecting the registrar’s professional development and/or professional application.   On a practical level, it involves: - Identifying ethical concerns. -Understanding and accessing our professional code of ethics -Contacting experienced  colleagues to discuss dilemmas, particularly  when there is ambiguity Finally, developing the confidence to resist real or imagined pressure from stakeholders, colleagues and clients to deviate from ethical behaviour. Something new: A Homework challenge One of the major themes in the 2023 Australian Ethics Index report was deception/lying.  I thought it may be interesting to see if it is possible to last a week without lying. That means: no white lies, no lies for convenience, no saying you're "fine" when you're feeling blah or crummy, and no telling people they look great when they don't (really, they know how they look). If you are up for the challenge, let me know how you go. References:  Collins, M. D., & Restubog, S. L. D. (2021). The effect of trait anger and impulsiveness on ethical leadership and support for organizational change. Journal of Research in Personality , 91 , 104072. https://doi.org/10.1016/j.jrp.2021.104072 Gino, F., Schweitzer, M.E., Mead, N.L. and Ariely, D. (2011). Unable to resist temptation: How self-control depletion promotes unethical behaviour. Organizational Behavior and Human Decision Processes , 115(2), pp.191–203. doi: https://doi.org/10.1016/j.obhdp.2011.03.001 . Clarkson R, Darjee R. White-collar crime: a neglected area in forensic psychiatry? Psychiatr Psychol Law. 2022 Feb 3;29(6):926-952. doi: 10.1080/13218719.2021.1995522. PMID: 36267602; PMCID: PMC9578465. https://www.psychologytoday.com/au/blog/in-love-and-war/202008/six-common-ways-people-justify-unethical-behavior Ross, E. A. (1907).  Sin and society: An analysis of latter-day iniquity . Mifflin. [ Google Scholar ] Tyler, J.M. and Burns, K.C. (2008). After Depletion: The Replenishment of the Self’s Regulatory Resources. Self and Identity , 7(3), pp.305–321. doi: https://doi.org/10.1080/15298860701799997 . Chen, Q. and Liu, Z. (2022). Hospitality’s ethical values and unethical employee behaviour: The mediating roles of work values and the moderating role of perceived organisational support. Frontiers in Psychology , [online] 13. doi: https://doi.org/10.3389/fpsyg.2022.1063797 . https://www.governanceinstitute.com.au/advocacy/ethics-index/ Guidelines on area of practice endorsements, Psychology Board of Australia.

“Feel the rain on your skin No one else can feel it for you Only you can let it in No one else, no one else Can speak the words on your lips Drench yourself in words unspoken Live your life with arms wide open Today is where your book begins The rest is still unwritte n” Unwritten by Natasha Bedingfield (Click  here  for the  song)  Nala made the Instagram post with her mate Sam.  https://www.instagram.com/rushy_goldens/ All too often the end of the year is filled with squishing in as much as possible before the Christmas break, that we neglect finding time for leisure.   Regular readers would be familiar with Nala my golden retriever. Some may even know that on the last Sunday of each month, I have a non-negotiable commitment to the golden retriever meet-up. This past weekend was the final get-together for the year, and as always, it lived up to expectations. Spending an hour surrounded by golden retrievers who just want to play, receive affectionate pats and chat with others who are equally besotted with my favourite dog breed truly warmed my soul. While I don't suggest you neglect your responsibilities, such as addressing new business inquiries, planning for the upcoming year, and fulfilling current client requirements, it is crucial not to overlook your leisure time. Researchers have found multiple benefits to leisure, (click here for my blog) savouring moments (click here for my blog) and taking time to smell the roses (click here for my blog).  Over the next month during casual conversations instead of describing how hectic things are, I challenge you to think of a little moment where you were able to find delight in something simple and share this with your colleagues and team. To increase your accountability please email me the details of your delightful leisure experience.

"The pressure's high Just to stay alive 'Cause the heat is on (whoo!)” The Heat Is On by Glenn Frey (Click  here for the  song) Photo by Sophia Simoes on Unsplash “I got it so wrong--I made mistakes, micromanaged, shouted it’s like all my de-railers were manifesting at once, I feel like in my attempt to rectify the situation I just made it worse." Coaching client There is a whole body of research into why crises occur in organisations, what can be done to minimise their likelihood and what plans need to be in place in the rare event that things go horribly wrong.  Researchers have found that Organisational crisis management encompasses more than a specific knowledge base or a discrete set of technical skills. It requires the ability to think broadly, from multiple and diverse perspectives. It also necessitates the capacity to conceptualise complex problems within the dynamics of multiple interacting systems and subsystems at the individual, group, and organisational levels. Best practice involves taking preventative measures to minimise the likelihood of a catastrophe and to plan how to react sensibly, quickly and safely if a disaster occurs. An organizational crisis is  defined as "a low probability, high-impact event that threatens the viability of the organization and is characterized by ambiguity of cause, effect, and means of resolution as well as by a belief that decisions must be made swiftly" (p. 60).” Pearson and Clair (1998)  Why do things go wrong? Researchers have found that crisis-prone organisations show many similarities to dysfunctional family systems. For example: poor boundaries, a tendency toward feelings of omnipotence, the blaming of others, feelings of alienation, anxiety, and inadequacy. Flawed rationalisations for action/inaction and the lack of awareness of the level of dysfunction. In addition, researchers found that leaders are prone to faulty notions that inhibit their ability to plan appropriately. For example, rationalisations about the properties of organisations, the environment the actual crises and the process of crisis management. Under conditions of extreme and prolonged stress researchers have found that the amygdala can take over causing an immediate, overwhelming emotional response out of proportion to the situation. Often this manifests with the disappearance of rational thought and the emergence of a primal urge to fight, flee or freeze. Researchers have found that in these circumstances the plans are at best ignored and worst replaced by strong negative emotions.  Ongoing crises can break the psychological balance of leaders causing an increase in anxiety, changes in their cognitive response processes; a decrease in thinking and judgment, and the inability to manage environmental interference. So what can be done?  “Organisational crises are emotionally challenging situations” James and Wooten Unfortunately, the emotional aspects of crises are often overlooked. Researchers have found that the leader's emotional intelligence can moderate the impact of the crisis on employees' emotional reactions. That is the ability to regulate your own emotions and that of others will increase the likelihood of implementing a rational planned response to the situation. In addition, the leader will be aware of how to share information and provide guidance in a manner that is aligned with the practical, safety and emotional needs of others. Taking advantage of the contagion effect of emotions when a leader is appropriately calm in times of stress can set the tone for the behaviour and reactions of others. Regular readers know the benefits of long and short-term well-being strategies and the need to build resources to buffer against times of stress. What is often overlooked is the need to practice emotional regulation strategies. I have written in the past about the third space and relaxation quickies, (click  here  for my blog) however, I wonder how many readers integrate these approaches into their regular routines.  Researchers have found that to make a behaviour automatic, practice, repetition and accountability are essential.  Fortunately, there are many circumstances in both work and life particularly around communication when leaders can practice emotional regulation.  Challenge yourself to take the time to slow down your breathing and take a little pause to contemplate your words and deeds before answering all phone calls, and reading all email or WhatsApp messages. Irrespective of whom the incoming communication is from. Then take another slow breath and contemplate your words before you reply. The more often you do this the more it will become a habit and your expected style of responding.   The Towering Inferno is a poignant reminder of the horrific ramifications of poor crisis management. Click here for the trailer. References:  Janka, A., Adler, C., Fischer, L., Perakakis, P., Guerra, P. and Duschek, S. (2015). Stress in crisis managers: evidence from self-report and psychophysiological assessments.  Journal of Behavioral Medicine , 38(6), pp.970–983. doi: https://doi.org/10.1007/s10865-015-9654-1 . https://www.apa.org/topics/stress/leaders-crisis-management https://www.simplypsychology.org/amygdala-hijack.html https://www.ccl.org/articles/leading-effectively-articles/communicating-in-a-crisis-what-when-and-how/ Dubrin, A.J. (2013).  Handbook of Research on Crisis Leadership in Organizations . Edward Elgar Publishing. Crane, M.F., Boga, D., Karin, E., Gucciardi, D.F., Rapport, F., Callen, J., & Sinclair, L. (2019). Strengthening resilience in military officer cadets: A group-randomised controlled trial of coping and emotion regulatory self-reflection training. Journal of Consulting and Clinical Psychology, 87, 125-140. doi: 10.1037/ccp0000356 Simola, Sheldene. (2005). Organizational Crisis Management: Overview and Opportunities.  Consulting Psychology Journal: Practice & Research ,  57 (3), 180-192. Retrieved from http://ovidsp.ovid.com/ovidweb.cgi?T=JS&PAGE=reference&D=ovftg&NEWS=N&AN=00135761-200505730-00002 . Pearson, C. M., & Clair, J. A. (1998). Reframing crisis management. Academy of Management Review , 23 (1), 59-76. Yahya Maresh H. Hazaa, Faozi A. Almaqtari & Abdullah Al-Swidi | Albert W. K. Tan (Reviewing editor) (2021) Factors Influencing Crisis Management: A systematic review and synthesis for future research, Cogent Business & Management, 8:1, DOI:  10.1080/23311975.2021.187897 Liu, B., Zhu, J., Su, F., Wen, B. and Wu, Y. (2022). Financial Crisis in Management Stress: From the Perspective of Crisis Anxiety of Others.  Frontiers in Psychology , 13. doi: https://doi.org/10.3389/fpsyg.2022.854746 . Williams, T.A., Gruber, D.A., Sutcliffe, K.M., Shepherd, D.A. and Zhao, E.Y. (2017). Organizational Response to Adversity: Fusing Crisis Management and Resilience Research Streams.  Academy of Management Annals , 11(2), pp.733–769. doi: https://doi.org/10.5465/annals.2015.0134 .

“Herald what your mother said Read the books your father read Try to solve the puzzles in your own sweet time Some may have more cash than you Others take a different view My oh my, eh, eh, eh You gotta be bad, you gotta be bold, you gotta be wiser You gotta be hard, you gotta be tough, you gotta be stronger You gotta be cool, you gotta be calm, you gotta stay together” You Gotta Be by Des'ree (Click here for the song) Photo by Michael G on Unsplash “I don’t get why my internal sponsor doesn’t make sure I get a promotion" Coaching client Despite decades of research in the field of organisational psychology (Click here for Paul Spector’s eloquent article) in most modern organisations reality often diverges from the ideal. Organisations embrace fads, ignore peer-reviewed evidence and poor interpersonal interactions are rife. The skilful maneuvering through complex situations to achieve tasks effectively can be aptly described as the competency of "organizational agility." FYI: For Your Improvement : a Guide for Development and Coaching by Michael M. Lombardo and Robert W. Eichinger In my experience all leaders feel tension between expecting help, needing help, collaborating and being self-sufficient. Regular readers know that irrespective of the circumstances all individuals are responsible for the following: Effort, pride and care Manners Kindness Cooperation Communication Listening Self-awareness Emotional regulation Emotional intelligence Physical health Boundaries Wellbeing Taking responsibility for one's own behaviour does NOT excuse others from behaving inappropriately. The following questions can help to determine when it's necessary to assume responsibility: What are my core values? Where am I headed in my life and work? What is my role in getting there? How do I ensure that my staff feel respected and fulfilled? Am I helping or hindering the personal and professional growth of my staff? Where do I need to take initiative and how? Do others really know what I can do and want to do? What else is important? References are available on request.

"It's okay to not be okay To dive in your pain And it's alright to not be alright To search for your light And it's all good to not be all good" 24/7 by Kehlani (Click here for the song) https://www.ruok.org.au The goal of R U OK Day is to encourage meaningful conversations about mental health and emotional well-being. This year the emphasis is on really listening. Whilst you may be having regular catch-ups with those around you. Take some time today to make a list of individuals you haven't connected with in a while. Prioritize truly connecting with them by engaging in meaningful conversations about their lives, rather than just discussing tasks or agendas. This includes remote workers, colleagues, friends, and those who may be working interstate. "R U OK? is calling on all of us to let the people you care about know you're here, to really hear them. Asking R U OK? is the first step, but you also need to genuinely listen to what comes next. We conducted research to understand what a meaningful R U OK? conversation looks like for Australians in 2023. People commonly mentioned three things: Trust: they need to know the person they speak to is someone they trust, and, for many, someone they are close to. Authenticity: they want to know the person asking them genuinely wants to hear answer. Environment: people prefer to have these conversations in a private space with enough time to share what they want to say." https://www.ruok.org.au/2023-ruokday-resources What does it really mean to listen as a leader? “At its core, active listening is a higher form of listening to gain a deeper understanding of the message and the context.” Jonsdottir, I.J. And Fridriksdottir, K. According to the research, active listening comprises the following elements: Attitude: The leader needs to keep their own preconceived opinions and prejudice under control, and convey a genuine interest in the speaker’s words Aptitude: The leader needs technical skills like physical expression, appropriate eye contact, open curious questions, silence, contemplation, repetition, and revision. Together these elements: create relationships; transmit messages of interest respect and empathy, and ensure correct understanding. Experienced leaders eliminate any possible interference or interruption in their surroundings so that they can focus completely on the speaker. They can listen for what was not directly said when interpreting the entire meaning of a message. Is it enough to just listen? Regular readers would understand that taking care of our own well-being is crucial to being able to empathetically listen to the challenges faced by others. Researchers have found that identifying well-being not negotiables provides a guide for the elements of life and work that are critical to maintaining psychological health in stressful circumstances. This year in addition to taking the time to ask others if they are OK, make the time to reflect on what you are doing to care for your own psychological wellbeing. If you know in your gut that you are not feeling yourself, don't hesitate or wait till you are really languishing, act now and make an appointment to see your GP. Australian sources of help Mental health crisis team- 1800 011 511 (24 hours) Doctor Clinical psychologist 000 The role of the clinical psychologist is to help people who are languishing move to flourishing. Other useful resources: R U OK website : https://www.ruok.org.au/ Black Dog Institute: https://www.blackdoginstitute.org.au/resources-support/ Health Direct A government-funded service, providing quality, approved health information and advice: https://www.healthdirect.gov.au/mental-health-resources Australian Psychological Society: - What is a psychologist and how do they help: https://psychology.org.au/psychology/about-psychology/what-is-psychology - Areas of practice for Clinical psychologists https://psychology.org.au/for-the-public/psychology-topics Some past R U OK Day blogs: https://www.balkincoaching.com.au/post/9th-september-is-r-u-ok-day-what-are-you-going-to-do https://www.balkincoaching.com.au/post/r-u-ok-how-do-you-ask-today https://www.balkincoaching.com.au/post/what-do-you-say-after-r-u-ok https://www.balkincoaching.com.au/post/r-u-ok-how-do-you-actually-talk-about-mental-health-in-life-and-work Please, email me and tell me "What are you going to do differently this R U OK Day?" References: Jonsdottir, I.J. And Fridriksdottir, K. (2019). Active Listening: Is It The Forgotten Dimension In Managerial Communication? International Journal Of Listening, 34(3), Pp.1–11. Doi:Https://Doi.Org/10.1080/10904018.2019.1613156. ‌Graham D. Bodie, Andrea J. Vickery, Kaitlin Cannava & Susanne M. Jones (2015) The Role of “Active Listening” in Informal Helping Conversations: Impact on Perceptions of Listener Helpfulness, Sensitivity, and Supportiveness and Discloser Emotional Improvement, Western Journal of Communication, 79:2, 151-173, DOI: 10.1080/10570314.2014.943429 More available on request.

“Strumming my pain with his fingers Singing my life with his words Killing me softly with his song Killing me softly with his song” Killing Me Softly sung by Roberta Flack and by The Fugees. (Click here for both versions song) Photo by Luis Villasmil on Unsplash “It is sad because I love it, I love the people, I love the work, I am grateful for the salary but all I do is work, I have nothing to offer to my family, my marriage, my house. I got a promotion and a great raise but I have spent all that money and more on psychiatry and psychology and acupuncture just trying to keep going. I’m not actively looking but if I find another job, I will leave because I do feel like I am killing myself doing this.” Participant in Independent Review into Workplace Culture at EY Oceania. Initially, I found the Independent Review into Workplace Culture at EY Oceania confronting. To be honest, I became disillusioned by the content, and I struggled with what to put in this blog. Despite changes to legislation and increased awareness of the benefits of creating a psychologically safe and healthy workplace, the news this week is a reminder that often “a career opportunity of a lifetime” may come at a price. What can be done? “The Report includes 27 recommendations to help EY Oceania make meaningful improvements to its workplace culture and positively promote the wellbeing of its people. EY Oceania accepts all the recommendations and will now work closely with its people to implement them.” https://www.ey.com/en_au/elizabeth-broderick-and-co-independent-review-into-workplace-culture-at-ey Regular readers know that recognising mistakes and taking action to change behaviours is confronting and overwhelming. Perseverance, support, and accountability are essential elements in long-term sustained behaviour change. The following scene from the movie About A Boy is a poignant reminder that when faced with something confronting and scary it is possible to put aside our fears and focus on what we need to do for others. Click here for the scene So take a moment and ask yourself the following question: Do you have the courage to exhibit the vulnerability required to create and maintain a psychologically safe and healthy workplace? References and further information https://www.ey.com/en_au/elizabeth-broderick-and-co-independent-review-into-workplace-culture-at-ey www.ey.com. (n.d.). Elizabeth Broderick & Co. independent review into workplace culture at EY . [online] Available at: https://www.ey.com/en_au/elizabeth-broderick-and-co-independent-review-into-workplace-culture-at-ey. ‌

Come Over to My House by Dr Seuss pg 62- Personal Photo On Monday 31st July, I will be moving to Suite 301, Level 3 15 Castlereagh St Sydney. Please update your records and let me know when you want to "Come over to my house, come over and play!"

“Bobbie Sue took the money and run Go on take the money and run” Take The Money And Run by Steve Miller Band (Click here for the song) Photo by Tayla Kohler on Unsplash Regular readers would know that my blogs are often inspired by conversations with clients and events in the media. Whilst cybercrime is often in the media, this week I drew inspiration from Tom Cruise in Mission Impossible and Michael Cain’s audible podcast on true crime. "Human factors and the human-computer interface are a central component of cybersecurity, and technology alone will not prevent cybercrime” Monteith, S., Bauer, M., Alda, M., Geddes, J., Whybrow, P.C. and Glenn, T Researchers have studied crime for decades, from the criminal's perspective, a heist is an opportunity to look at the impossible, identify the vulnerabilities in the system and find a way through. Clever criminals engage in stealth techniques , whereby the perpetrator circumvents security measures without security knowing, or the heist is committed in plain sight of security forces, by the use of appropriate timing and route planning. In many circumstances, the crime is often discovered hours or days later. Based on research cybercriminals have taken advantage of the following: Looked for or accidentally found a weakness in security Exploit others/abuse a position of authority Gained help from an outsider Previous employment facilitated the commission of the crime, including the theft of identities and past experience. “Every heist is a human story… Harry Houdini knew those in charge of security can make simple errors” Alexis Conran What other factors are at play? 1. Distrust or overtrust in security measures: Researchers have found that when we look for something rare we tend to abandon the search reasonably rapidly because the probability of success is low. This psychological phenomenon is called the prevalence effect . In the context of cybercrime, the greater the improvements in spam detection software, and other inbuilt security systems means the lower the chances of an unfiltered IT attack are rare. Thus employees tend to become lax. 2. Personality: The propensity of employees to adhere to policies can be influenced by individual differences and personality traits. Employees who are risk-takers or exhibit impatience with complex procedures might be more likely to neglect security measures, potentially leading to the exposure of vulnerabilities. 3. Human Error: Researchers have found that human error is considered the leading cause of 90% of cybersecurity breaches. These errors, like opening phishing emails or neglecting password management, can expose organisations to serious consequences. Often employees may be reluctant to report these mistakes, compounding their impact. Regular readers would know that errors typically occur when employees are tired, stressed or burnt out. 4. Excessive controls, and tedious rules. According to researchers, when the security system becomes excessively restrictive, employees tend to lose their sense of personal accountability. As a result, their vigilance and critical thinking decline, and their motivation to act diminishes. Moreover, if the system is perceived as burdensome and time-consuming, employees may view compliance as an interruption to their work and will attempt to evade security measures to avoid any negative impact on their daily productivity. “One can build that ideal system where all documents, all emails, everything should be, but then you alienate the human being; in other words, he or she feels that they lack control – I'm monitored and can stop thinking about security.” Gyllensten, and Torner “The story of the Trojan Horse is well-known. First mentioned in the Odyssey, it describes how Greek soldiers were able to take the city of Troy after a fruitless ten-year siege by hiding in a giant horse supposedly left as an offering to the goddess Athena.” Matt Pickles Why do employees sabotage? Researchers have found that employee sabotage is often a form of retaliation. It may occur as a reaction to immoral, unsafe, or otherwise wrong behaviour or an attempt to slow down or prevent change from occurring. To position themselves for a promotion, project or, salary increase, employees may sabotage the actual work or reputation of their co-workers. Sabotage often occurs when an employee may have been shown disrespect, passed over for promotion, given additional responsibilities with no pay increase, denied adequate resources to do the job, or didn't receive what he or she considered adequate credit for work performed by co-workers or management. When employees feel invisible, sabotage enables them to have some control, albeit negative, over their work environment. “Insider threats can be significant because they involve a malicious actor who knows exactly where to look to find sensitive data” Jessica Davis Are there any warning signs in the lead-up to an attack? Researchers have identified the following changes in employees' behaviour in the lead-up to a crime: -Misconduct -Stress, anxiety and/or depression during and leading up to the attack -Addiction to alcohol, drugs, etc -Personal hardship and financial strain -Coercion/blackmail from others -Increased time logged into secure areas for no apparent reason -Showing off newly acquired wealth -Decrease in work motivation -Working hours that are incongruent with their role and typical schedule -Downloading large volumes of data -High-performing employee, stops meeting targets and displays signs of distress. -Absenteeism What is the impact of cybercrime on employees? “A team may be knowledgeable about established safety procedures and skilled at handling a range of circumstances, even some that might be harmful, but handling the psychological effects of a situation is another matter.” Keerthivasan Ravi, Ramprasath, Vijayakumar Supraja Dwarakanath Researchers have identified several negative impacts on employees' mental and physical health when a company experiences a cyber-attack. In cases where hackers manipulate machines or critical infrastructures, there is a risk of physical harm like accidents or injuries to workers. When a hospital is targeted in a cyber-attack, not only do the attackers gain access to sensitive patient and employee data, but there will be severe disruption to patient care and necessary medical operations. Aggressive customers pose a psychosocial hazard in many workplaces. When customers misbehave, disrespect, and devalue employees with their harsh words, it adversely impacts employees' stress, anxiety, and turnover. Cybercrime often increases the volume and severity of customer aggression and its repercussions. When hackers repeatedly get through security measures and are not stopped, employees may lose faith in their employer's ability to protect them. Constantly being engaged in a fight, exposed to dangerous criminals, and witnessing the struggles endured by victims, while shouldering the responsibility of keeping others safe, takes a heavy toll on the mental well-being of IT staff. What can be done? “Our data shows that while dishonesty is not limited to disgruntled workers and often involves only minor offenses, the propensity to behave in such a way increases with job dissatisfaction. Keeping employees engaged and satisfied may not prevent all unsavory behaviors, but a commitment to the company would compel them to think twice. Most people will not go down the slippery slope unless they feel ‘justified’ to do so … it could be retribution, a desire to ‘level the playing field’, an ‘us vs. them’ attitude, or simply the feeling that their manager or the company as a whole had it coming. Our research has already shown that a manager’s poor behavior can increase turnover – the same can be said for dishonesty and theft as well .” Ilona Jerabek As with all aspects of human behaviour in the workplace, preventing cybercrime depends on a complex set of factors. Leaders have the responsibility to ensure that employees grasp the concept of secure information security behaviours and establish a culture that encourages best practices. Regular readers would know that a leader dedicated to creating a psychologically safe and healthy workplace who remains alert and educated will go a long way to minimise the likelihood of cybercrime and its repercussions. “Our lives are the sum of our choices.” Tom Cruise Mission Impossible References and further information Reed, T. (2019). You Can’t always get what you want: Employee and organizational responses to perceived workplace injustices and their relationship to insider attacks. Homeland Security Affairs, https://www.informationweek.com/security-and-risk-strategy/75-of-insider-cyber-attacks-are-the-work-of-disgruntled-ex-employees-report https://www.prweb.com/releases/2016/08/prweb13636545.htm Crino, M. D. (1994). Employee Sabotage: A Random Or Preventable Phenomenon? Journal of Managerial Issues , 6 (3), 311–330. http://www.jstor.org/stable/40604030 Dreibelbis, R.C., Martin, J., Coovert, M.D. and Dorsey, D.W. (2018). The Looming Cybersecurity Crisis and What It Means for the Practice of Industrial and Organizational Psychology. Industrial and Organizational Psychology , 11(2), pp.346–365. doi:https://doi.org/10.1017/iop.2018.3. ‌ Tam, C., Conceição, C. de M. and Oliveira, T. (2022). What influences employees to follow security policies? Safety Science , 147, p.105595. doi:https://doi.org/10.1016/j.ssci.2021.105595. ‌ Greene, G., & D’Arcy, J. (2010, June). Assessing the impact of security culture and the employee-organization relationship on IS security compliance. In 5th Annual Symposium on Information Assurance (pp. 1-8). Sawyer, B.D. and Hancock, P.A. (2018). Hacking the Human: The Prevalence Paradox in Cybersecurity. Human Factors: The Journal of the Human Factors and Ergonomics Society , 60(5), pp.597–609. doi:https://doi.org/10.1177/0018720818780472. ‌ Monteith, S., Bauer, M., Alda, M., Geddes, J., Whybrow, P.C. and Glenn, T. (2021). Increasing Cybercrime Since the Pandemic: Concerns for Psychiatry. Current Psychiatry Reports , [online] 23(4). doi:https://doi.org/10.1007/s11920-021-01228-w. Incorporating Occupational Safety And Health In The Assessment Of Cybersecurity Risks Discussion Paper European Agency For Safety And Health At Work ‌ NIST (2021). Cyber Attack - Glossary | CSRC . [online] csrc.nist.gov. Available at: https://csrc.nist.gov/glossary/term/Cyber_Attack. ‌ Skarlicki, Daniel & Van Jaarsveld, Danielle & Walker, David. (2008). Getting Even for Customer Mistreatment: The Role of Moral Identity in the Relationship Between Customer Interpersonal Injustice and Employee Sabotage. The Journal of applied psychology. 93. 1335-1347. 10.1037/a0012704. Lafleur, J., Purvis, L. and Roesler, A. (n.d.). The Perfect Heist: Recipes from Around the World . [online] Available at: https://gwern.net/doc/technology/2014-lafleur.pdf [Accessed 10 Jul. 2023]. ‌ Bedi, M. (2023). Australia’s Latitude Group, IPH hit by cyber attacks amid wave of hacks. Reuters . [online] 16 Mar. Available at: https://www.reuters.com/technology/australias-latitude-group-says-customer-information-stolen-cyber-attack-2023-03-15/#:~:text=Technology%20experts%20say%20hackers%20have. ‌ Gyllensten, K. and Torner, M. (2021). The role of organizational and social factors for information security in a nuclear power industry. Organizational Cybersecurity Journal: Practice, Process and People . doi:https://doi.org/10.1108/ocj-04-2021-0012. ‌ Dalal, R.S., Howard, D.J., Bennett, R.J., Posey, C., Zaccaro, S.J. and Brummel, B.J. (2021). Organizational science and cybersecurity: abundant opportunities for research at the interface. Journal of Business and Psychology , 37. doi:https://doi.org/10.1007/s10869-021-09732-9. ‌ Whitty, M. T. (in press). Developing a conceptual model for insider threat. Journal of Management & Organization. Whitty, M.T. (2018). Developing a conceptual model for insider threat. Journal of Management & Organization , pp.1–19. doi:https://doi.org/10.1017/jmo.2018.57. ‌ Pickles, M. (2014). Did the Trojan Horse exist? Classicist tests Greek ‘myths’ | University of Oxford . [online] www.ox.ac.uk. Available at: https://www.ox.ac.uk/news/arts-blog/did-trojan-horse-exist-classicist-tests-greek-myths#:~:text=The%20story%20of%20the%20Trojan. Kost, E. (2022). 11 Biggest Data Breaches in Australia (Includes 2021 Attacks) | UpGuard . [online] www.upguard.com. Available at: https://www.upguard.com/blog/biggest-data-breaches-australia. ‌ Rich, A.N., Kunar, M.A., Van Wert, M.J., Hidalgo-Sotelo, B., Horowitz, T.S. and Wolfe, J.M. (2008). Why do we miss rare targets? Exploring the boundaries of the low prevalence effect. Journal of Vision , 8(15), pp.15–15. doi:https://doi.org/10.1167/8.15.15. ‌ Keerthivasan Ravi, Ramprasath, Vijayakumar Supraja Dwarakanath. A Study on the Emotions of an Employee After a Cyber Security Attack in Their Organization.

"Tell me what you want what you really really want” Wannabe by The Spice Girls (Click here for the song) Photo by Miquel Parera on Unsplash Regular readers would know that I established Balkin Coaching to enhance the leadership capability and well-being of CEOs, senior executives, and all leaders as they, in turn, can ensure the workplace is enjoyable, challenging and energising for all employees. Through evidenced-based leadership coaching, I increase the likelihood that work is rewarding, challenging, and energising for my clients and their teams. We spend so much time at work that we should be inspired to achieve exceptional results for ourselves, our teams, our colleagues, and our stakeholders. My blog serves as an adjunct to my coaching, it is my way of sharing the latest organisational psychology research with a wider audience. I aim to bust some myths, go beyond the fads, and provide thought-provoking theories, practical ideas, and have a bit of fun along the way. I am immensely grateful for your ongoing readership, comments, and shares. In order to improve my blog it would be marvellous if you could please complete my two-minute anonymous survey by clicking this link (https://www.surveymonkey.com/r/CC8PPJ6). ---------- Please click here if you would like to read my past blogs.

“Too strong to tell you I was sorry Too proud to tell you I was wrong I know that I was blind, and darlin' If I could turn back time If I could find a way” If I could turn back time by Cher (Click here for the song) Photo by Dari lli on Unsplash “We argue that the past is special for human beings because it is regularly, and often principally, the only thing that can determine present social realities such as commitments, entitlements, and obligations” Mahr and Csibra Researchers suggest the following approach for exploring the history of an organisation: Learn how and why the company began What was the core focus of the business? How was the customer defined? What were the original product or services and why? Who were the key individuals? What were their areas of expertise? What were the critical values and drivers of behaviour? Know about the purpose of the company: who was it aiming to serve? Define the broader social, economic, and political factors that impacted strategic decision-making over time. “Historical analyses are applied to organizations with various aims, such as confirming theories, selecting hypotheses, developing our understanding of contemporary organizations or constructing narratives of historical processes” Brunninge Consultants will often use a timeline approach to enable current employees to mark their key milestones and to learn about the changes that impacted others. A true understanding of history necessitates a reflection on "intergenerational dilemmas". These are the decisions that necessitated reconciling short-term personal goals with the long-term needs of others. What are the benefits of discussing the history of your organisation? Understand the rationale behind decisions. Realign with the values and purpose of the organisation. Honouring and celebrating those who came before. Recognition of where things may have strayed. Learn from mistakes. Grow acceptance for present and future changes. A reminder of the long-term implications of decisions. Enables connections to be made between the past and present. Facilitate strategic planning, creativity, and innovation. Reflecting on the impact of past corporate decisions can also serve as a reminder to present decision-makers that their choices will be remembered by others in the future. When strategic ideas that were forgotten or intentionally disregarded for political motives are rediscovered and analysed, they can regain relevance and inform change. Effective leaders who drive progress, have a firm grasp of their organisation's history and use it to generate competitive advantages that positively affect internal and external stakeholders. “In business contexts, legacy-building, or behavior designed to craft one’s impact on future generations, often takes the form of working to ensure the long-term viability of an organization, leaving the organization stronger, more productive, and more deeply connected to the shared values of the group’s stakeholders than one found it.” Fox, Tost, and Wade-Benzoni Caution: Regular readers would know that conceptions of history occur through interpretation. According to researchers, this is a powerful means of influencing decision-making. It is encumbered on the leader when they actively “use” history in change processes, to be mindful not to manipulate and to show respect to current and past leaders. Another potential blind spot for the leader is that their enthusiasm for a new project may be interpreted as disdain for what came before. To minimise the likelihood of this occurrence it is beneficial to make the time to consult with those who came before you. It's crucial to understand what worked, and what didn't, the origin of the idea/strategy, its context and its goals. Though it may seem uncomfortable, approaching the matter with kindness, humility, and respect is an essential and invaluable part of any change program. Final thoughts: Demonstrating humility towards the changes being implemented is a vital approach to pay respect to the past. Openly acknowledging the risks taken by others in the past is a way of honouring them. Commemorating an organisation's history establishes a sense of pride in the tradition being continued. It also recognises the efforts of those who made the current change possible by making sacrifices in the past. "I hope you never fear those mountains in the distance, Never settle for the path of least resistance, Livin' might mean takin' chances, but they're worth takin', I hope you still feel small when you stand beside the ocean, Whenever one door closes I hope one more opens, Promise me that you'll give faith a fighting chance, And when you get the choice to sit it out or dance. Dance... I hope you dance. I hope you dance... I hope you dance." I Hope You Dance by Lee Ann Womack (Click here for the song) ---------- Please click here if you would like to read my past blogs. References: more available on request Brunninge, O. (2009) Using history in organizations: How managers make purposeful reference to history in strategy processes. Journal of Organizational Change Management, 22(1): 8-26 http://dx.doi.org/10.1108/09534810910933889 Brunninge, O. (2009). Using history in organizations. Journal of Organizational Change Management, 22(1), pp.8–26. doi:https://doi.org/10.1108/09534810910933889. Fox, M., Tost, L.P. and Wade-Benzoni, K.A. (2010). The Legacy Motive: A Catalyst for Sustainable Decision Making in Organizations. Business Ethics Quarterly , 20(2), pp.153–185. doi:https://doi.org/10.5840/beq201020214. ‌ Wade-Benzoni, K.A. and Tost, L.P. (2009). The Egoism and Altruism of Intergenerational Behavior. Personality and Social Psychology Review , 13(3), pp.165–193. doi:https://doi.org/10.1177/1088868309339317. ‌ https://www.thindifference.com/2016/08/3-ways-to-honor-your-organizations-past/ Mahr, J.B. and Csibra, G. (2020). Witnessing, Remembering, and Testifying: Why the Past Is Special for Human Beings. Perspectives on Psychological Science, 15(2), pp.428–443. doi:https://doi.org/10.1177/1745691619879167. ‌ https://journals.sagepub.com/doi/10.1177/10422587211046547 If you have been forwarded this email please click here to sign up to my blog Share Tweet Forward

“You don't know me How you think you know what's best for me?” Another Opinion by Meghan Trainor (Click here for the song) Personal photo of a pillowcase. “Monitoring and evaluating human performance is a fundamental aspect of ensuring a successful organisation” Baker, A., Perreault, D., Reid, A. and Blanchard What are the benefits of good feedback? “the number one key characteristic of great leaders as identified by employees is their ability to give frequent, transparent feedback. Proactive feedback practices were unexpectedly rated by associates as more important and influential than leadership experience and technical knowledge” Baker, A., Perreault, D., Reid, A. and Blanchard When done well feedback will align both tasks and behaviour with the overall objectives and mission of the organisation. It will enable an organisation to have a greater competitive advantage, in any economic climate. In addition, feedback boosts creativity, propels trust, and drives motivation in individuals. Regular readers would know that positive feedback inspires high performance, (click here for my blog) negative feedback addresses poor behaviour and performance (click here for my blog). Why does feedback fail? “Despite the fact that the benefits of well-designed feedback approaches are widespread, in reality, feedback in day-to-day organisational life is for the most part negative or delivered using a nonconstructive approach thereby making the majority of it non-productive” Baker, A., Perreault, D., Reid, A. and Blanchard What typically occurs? Feedback in day-to-day organisational life is for the most part negative or delivered using a nonconstructive approach thereby making the majority of it useless. The frequency and timing of feedback is often random and distant from the behaviour. Feedback is provided as a result of pressure from others to ‘fix’ something ‘negative’ that may have occurred. Typically, judgements are based on subjective or biased measurements that have poor reliability, and conversations are one-sided. Telling staff about poor performance and inappropriate conduct is seen as a necessary chore and thus insufficient time is allocated to preparation and delivery. Leaders avoid feedback or make it a once-a-year occurrence as they fear they will be seen as micromanagers. Often leaders are too preoccupied with their own personal goals and brand to observe the behaviour of others. What are the ramifications of bad feedback? Researchers have found that when feedback is poorly delivered the following negative impacts can occur: Increase in cynicism. Decrease in trust. Increase in confusion. Increases in stress. Increase in competition. Decrease in performance. Increase in staff turnover. No change in employee behaviour. If feedback is too subtle or ambiguous, the recipient may become perplexed and uncertain about whether any feedback has been given. Alternatively, if it is too direct then the employee can become defensive or avoidant. Researchers have found that second-hand feedback has the following ramifications: - Increase in cynicism and decrease in trust. - Disbelief regarding the evidence. - Unease regarding how the information was obtained. - Concerns about manipulation and political games. - Fear someone is of spying on them. - Questions regarding the leaders' motivation and sincerity. What is the secret to giving great feedback? “Good leaders are firm, fair, courteous, and consistent.” Ben Baran and Chris Everett Organisational-wide initiatives: Recent research points to the strong positive impact of creating an organisational culture that is feedback friendly. They found that when feedback is encouraged and appreciated, in the workplace it increases not only the meaning and acceptability of feedback but also its perceived usefulness. Leader preparation: Block out time in your diary to prepare, discuss, deliver, follow up and review feedback. Define in detail the performance expectations of tasks and behaviours, for individuals and the team. Determine critical positive and negative behaviours. Outline the purpose and aims of feedback. Obtain feedback on your Emotional Intelligence skills (click here for my blog on EQ) and Proactively improve your ability to regulate your emotions and your capacity to interact effectively with others. Strengthen relationships with team: Build high-quality relationships with people around you so that you are a credible source of feedback. Particularly with negative feedback, it’s much more likely that the person will receive it well if it comes from someone whom they know cares about them. Consult with the team: Discuss performance expectations with employees, individually and as a group, for their input and to ensure benchmarks are realistic and understood. Define measures of performance so that all feedback can be based on things you have seen and can verify. Mutually agree upon the specific criteria and methods to be used for measurement. Establish a schedule for review and modification. Be mindful of the impact of events inside and external to the organisation, on performance expectations and make modifications as required. Agree upon priorities and areas of focus. Confirm mutual understanding and agreement. Take action: “The best feedback (both praise and criticism) I’ve gotten in my life generally happened in super-quick conversations between meetings or standing waiting for a light to change. Getting and giving impromptu feedback is more like brushing and flossing than getting a root canal. Don’t schedule it. Just ask for it and offer it consistently and immediately when it’s needed, and maybe you won’t ever have to get a root canal.” Kim Scott. Emotionally prepare: Emotional intelligence, particularly empathy and emotional regulation are fundamental to any feedback, positive or negative. Regular readers would know that emotional regulation is the cornerstone of a leader’s ability to communicate authentically and openly. Regular readers would know that emotions are contagious and can impact our behaviour. To clearly put aside your own stressors to decide on appropriate expectations of the behaviour of others requires a clear head and a calm mind. ( click here for my blog on relaxation) Emotionally intelligent leaders know the impact of their emotions on their behaviour and the behaviour of others. In the context of feedback, it is of particular importance that the leader can grasp the emotional dimensions of a business situation and enhance their capacity to influence others to achieve productive outcomes. Demonstrating empathy by suspending judgment, and ignoring biases, pressures and assumptions about both the person and the situation enables the leader to fully listen with curiosity. (click here for my blog on empathy). “I really feel uncomfortable with feedback, maybe I can just use the feedback sandwich, you know squish the bad news in between the good?" coaching client. A structured and precise approach enables managers to deliver clear, and specific feedback. The Center for Creative Leadership developed the following Situation-Behavior-Impact™ model: Situation: describe the "when" and "where" of the situation, and be as specific as possible. This is easier to do if there is a short time between the situation and the feedback. Behaviour: describe the other person's behaviour, and only describe things you directly observed. It is essential to not judge the behaviour or suggest a reason behind it. Impact: convey the impact of the person's behaviour on you, your team and the organisation. Next steps: discuss what your team member needs to do to change this behaviour in the future, or – if their behaviour has had a positive impact – explore how they can build on this. Intent: tactfully ask gentle questions to understand the person's aims and objectives. Having a conversation about intent will help identify other issues at play. Stay connected to what people really do, get out of your office see them in action, and ask polite curious questions. Leaders need to be intentional about having conversations about performance on a regular basis. Don’t wait until the formal performance appraisal time. Feedback is both an art and a science, whilst a linear systematic approach may be preferable it is not always practical or suitable. leaders with high levels of interpersonal savvy are aware of the cues that will guide their conversations. Other factors to consider: Sometimes you only have second-hand information that you need to address and can’t always verify. “I don’t know if this is true or not but it’s serious enough that I wanted to have a conversation with you, because I care about your success here”. Ben Baran and Chris Everett You have no control over how someone will respond practically and emotionally to feedback, and whether or not they will agree with you. Final thoughts: While this blog focuses on delivering feedback, regular readers know the importance of receiving it. When you seek feedback, you not only gain insight into your strengths and areas of development but you also get exposed to the recipient's perspective during the process. Remember the ultimate goal of feedback is to help not harm. References: more available on request https://www.ccl.org/articles/leading-effectively-articles/review-time-how-to-give-different-types-of-feedback/ Sherf, E.N. , & Morrison, E.W. (2019). I do not need feedback! Or do i? Self-efficacy, perspective taking, and feedback seeking. Journal of Applied Psychology . Retrieved from http://dx.doi.org/10.1037/apl0000432.supp https://www.elevatingwhatworks.com/p/are-firm-fair-courteous-and-consistent?utm_medium=email https://sites.libsyn.com/451863/base-their-feedback-on-personal-observation-or-verifiable-facts https://www.elevatingwhatworks.com/p/are-firm-fair-courteous-and-consistent https://www.elevatingwhatworks.com/p/trust-but-verify https://www.elevatingwhatworks.com/p/base-their-feedback-on-personal-observation https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/how-to-give-feedback-to-people-who-get-defensive.aspx Simon, L.S., Rosen, C.C., Gajendran, R.S., Ozgen, S. and Corwin, E.S. (2021). Pain or gain? Understanding how trait empathy impacts leader effectiveness following the provision of negative feedback. Journal of Applied Psychology . ‌ Baker, A., Perreault, D., Reid, A. and Blanchard, C.M. (2013). Feedback and organizations: Feedback is good, feedback-friendly culture is better. Canadian Psychology/Psychologie canadienne , 54(4), pp.260–268. Wisniewski, B., Zierer, K. and Hattie, J. (2020). The Power of Feedback Revisited: A Meta-Analysis of Educational Feedback Research. Frontiers in Psychology, [online] 10(3087). doi:https://doi.org/10.3389/fpsyg.2019.03087. ‌

Photo by Kenny Eliason on Unsplash “Positive leadership focuses on how to get people to fulfil their potential and develop their inner qualities, with an emphasis on good, euphoria, and achievement of excellence” Yan, Zhang, Akhtar, and Liang What are the benefits of recognising good behaviour? "Recognition for good work releases dopamine in the brain, which creates feelings of pride and pleasure. Better yet, that dopamine hit cements the knowledge that more of that behaviour will create more praise, resulting in another dopamine drench, and so on. This is why positive reinforcement works so well." Jennifer Robison Researchers have found that positive leadership can increase employees' psychological capital and empowerment and enhance levels of trust. Praise, delegation, empowerment, or acknowledgement of work done has a positive impact on employee performance in the short and long term. When a manager acknowledges and rewards good performance, it can make employees feel valued and increase their sense of commitment to the company, ultimately leading to increased discretionary effort and productivity. Learning accompanied by positive feelings and associations is more likely to be remembered. Researchers have found that praise activates one of the reward areas in the brain, because of this activation praise improves the consolidation of new information that occurs during sleep. Recognition is a useful reminder of the preferred behaviour. Providing praise is an opportunity to show true empathy, and acknowledge that change is difficult. Researchers have found that 79 percent of employees who resigned from their jobs reported that the lack of appreciation is the main reason for quitting. Amongst employees with high levels of enthusiasm, 94.4% responded that their managers recognised their competence. How should you do it? "Great managers are extremely effective in figuring out the best form of praise for each person" Harter. “You should have seen the dazed look on his face when I told Bill that I really appreciated his polite behaviour and emotional regulation in a particularly controversial meeting with an important stakeholder. When we spoke, we were walking along the street together after the meeting. I reckon it took him about two blocks for the smile to emerge on his face, you could see the penny begin to drop. It is baby steps but I felt pretty good too." Coaching client Why don’t leaders provide sufficient praise? They don’t think they need to thank people for doing their jobs. Afraid of conflict or jealousy. Don’t know what their staff are actually doing in enough detail. Aren’t aware of the behaviours employees are trying to improve. Not actually sure what words to use. Worried that praise means ignoring bad behaviour. Being impatient and failing to appreciate the incremental advancements or improvements that have been made. The average leader spends more time looking for reasons why things are not working (the negative issues) than they are looking for all the reasons why things are going well. A few words of caution: Whilst positive leadership can reduce employees’ deviant behaviour and improve employees’ job satisfaction and well-being, unacceptable behaviour and high levels of incivility should never be tolerated. If delivered incorrectly praise will cause more harm than good, be mindful that private acknowledgement may be more appropriate, and patronising comments will decrease motivation. Final thoughts “Standing in the hall of fame (yeah) And the world's gonna know your name (yeah) 'Cause you burn with the brightest flame (yeah) And the world's gonna know your name (yeah) And you'll be on the walls of the hall of fame” Hall of Fame by The Script (Click here for the song) Remember grandiose tokenistic reward programs are never effective. Yet regular appropriate praise has the dual benefit of changing behaviour and being a rather pleasurable pastime. Please click here if you would like to read my past blogs. References: more available on request https://www.elevatingwhatworks.com/p/notice-and-discuss-positive-behaviorsright?utm_source=direct&r=67pvr&utm_campaign=post&utm_medium=email https://www.leidenpsychologyblog.nl/articles/world-compliment-day-the-science-behind-praise#:~:text=Praise%20activates%20the%20striatum%2C%20one,learn%20and%20to%20perform%20better . https://www.gallup.com/workplace/236951/praise-praising-employees.aspx https://www.scirp.org/html/2-2120298_41885.htm Shafir, E., Simonson, I. and Tversky, A. (1993). Reason-based choice. Cognition , 49(1-2), pp.11–36. Yan, Y., Zhang, J., Akhtar, M.N. and Liang, S. (2021). Positive leadership and employee engagement: The roles of state positive affect and individualism-collectivism. Current Psychology . doi:https://doi.org/10.1007/s12144-021-02192-7.