The Workplace Coach

I’ve been working in the people capability, leadership and performance space for a long time. I’ve seen high performing teams, and I’ve seen completely dysfunctional teams. Some teams have engagement scores through the roof, others barely have enough interest to even complete the survey.

These days what I’m seeing a lot more of is complaints about managers. People being unhappy about the way their manager treated them or spoke to them, and as a result they are feeling undervalued, overwhelmed, anxious or uncertain and even, in some cases, unsafe. It’s not usually a physical safety concern but more of a psycho-social safety concern. People are coming forward in droves to report that their manager is making them feel psychologically unsafe.

For those who might be new to the concept of psycho-social safety, here is a quick overview. Anything at work that might cause an employee stress or contribute to depression, anxiety, PTSD, sleep disorders or any other mental health issue is a potential psychosocial hazard.

According to the experts, examples include job demands being too high or too low, lack of support in the workplace, lack of role clarity, poor organisational change management, conflict or uncomfortable interpersonal relationships, bullying, harassment and even a lack of feedback, recognition and reward. In other words, pretty much anything that could upset someone in their working day.

Here is a link to more information on psychosocial hazards

So let’s have a think about employee engagement, psychosocial hazards, workplace culture and team performance. Who is the one person that is going to have the biggest impact or influence over all of these factors? If you are reading this article and you manage a team, then take a good look in the mirror.

You are the most important person in your company as far as the people in your team are concerned. You set the tone, you establish and when necessary enforce the standards, and you create the culture that is either going to make or break the team. The best part, and the scariest part too, is that you get to decide what that culture will be.

So where do we start?

I’d like to suggest that you start with “Do unto others…” and also find a way to get some useful feedback about how your current management style lands with your people. Talk to your peers, talk to your manager and perhaps most importantly, talk to your direct reports. Self-awareness is key to managing people in way that will help them perform at their best, feel valued and engaged.

The next step is to get yourself a coach. Someone external, impartial and prepared to give you honest feedback designed to help you get better at all the things you aren’t currently great at. Leadership, people management, effective interpersonal relationships, high order communication skills and inquisitive self awareness are not things that come naturally to many people. It’s okay to ask for help. When you invest in yourself, your people, your company and your spouse will thank you.

If you are ready to start your growth journey let’s chat about the way forward. Book your discovery session here I’m ready !!