So much of a worker’s perception of their value and self-esteem come from the conversations that they have with their direct manager and other leaders within a business. When these conversations or how the worker is treated are misaligned, inconsistent or derogatory, our mental health can easily be impacted.
Many leaders don’t realise the impact of their own behaviour on others and can be misguided in their belief that a particular style of leadership is not only expected of them but is also the style that will deliver the best results. In many cases, this is not only wrong but adds to the risk of mental health-related injuries in others.
When expectations of leaders are clearly defined, then there is not only a benchmark to set a new standard, there are also positive opportunities to coach and support leaders in the difficult job of leading and supporting their people and delivering quality outcomes for the business.
When these expectations include behaviours that are proven to support and connect with team members, then they are linked directly to the delivery of a positive culture and the prevention of mental health injuries.