Once we’ve set expectations, developed leadership capability so leaders know what they are aiming for and engendered their support, embedding this new approach is crucial.
Our leaders cast a long shadow. What they say and do has a large impact because our people look to them and are influenced by what they see.
If leaders have learnt about being inspirational, coaching and being participative and then put this knowledge in their back pocket and revert back to old ways, the leadership behaviour they model could negatively effect critical areas known to impact wellbeing, such as the influence they perceive, the strengths and support of relationships, and the way they intuitively respond to change.
“27% of employees think that lack of appropriate skills held by managers is a barrier to improving workplace mental health and wellbeing and 22% think that lack of commitment at the very top of the organisation is a barrier to improving workplace mental health and wellbeing.”
The key then is to keep a lens on leaders’ role-modelling leadership approaches they have learnt that are supportive and cater to human needs that shift our perceptions at work to feel safe and supported.
The perception quite widely is that leaders are not role-modelling this. A 2017 survey by Superfriend (1) found that 27% of employees think that lack of appropriate skills held by managers is a barrier to improving workplace mental health and wellbeing and 22% think that lack of commitment at the very top of the organisation is a barrier to improving workplace mental health and wellbeing.
If you’re looking to improve mental health and wellness in your workplace, these statistics provide a focal point for the type of initiatives that will have a bearing on your success.
The work undertaken to embed new leadership behaviours and to shine a mirror on old behaviours that are not productive will be a major contributor to ultimate success.
What does this look like for you?
When leaders work within a supportive and encouraging environment where they are able to share and explore ways to manage the hurdles they face in role modelling with their peers, they are able to build their resilience to better cope with challenges and continue to demonstrate inspirational leadership behaviours, even when those challenges arise.
Ensuring that the right opportunities for embedding are in place is critical for true shift to occur. There are a number of ways this can be achieved:
Observation
Observing other leaders role modelling the behaviours by sitting in on team meetings, one-on-one meetings and coaching discussions. This allows their people to observe them role modelling the behaviours of embedding development and continuous improvement.
Collaboration
Making time for reflection on their practice of role modelling behaviours, then making the most of opportunities to give and receive feedback from peers, problem solve together, and where appropriate, practice in small groups.
Discussion
Simply keeping the desired activity front of mind, introducing it into existing meeting agendas and leveraging networking opportunities with peers to test out ideas and workshop common challenges.
Coaching & Feedback
Providing opportunities for coaching and feedback sessions to leaders – either with external professional support or with internal group coaching processes which share experiences and problem solve where challenges exist.
This can occur by deliberately including taking opportunities in existing meetings and forums. However often external support to embed and deepen the practice and application of leadership adds significant value and more quickly allows leaders to consistently role model desired behaviours and open important conversations.
In The Integrated Approach to Wellness, this consisted of executive coaching for leaders over a period of months, as well as work with the senior leadership team to bring an external lens and create deliberate opportunities for observation, collaboration and discussion.
Call To Action
Once leaders understand the behaviours expected of them, it is important to wrap the right support around ensuring this translates into action.
Consider the resources and expertise available within your organisation to facilitate this embedding; or seek external professional support as part of an Integrated Approach to ensure leaders are truly role modelling behaviours that underpin strong wellbeing and mental health at work.
Taking it Further
This will take all of us working together. We know that culture change takes time and one of the reasons that we set out the expectations like this is to be able to hold ourselves accountable so we don’t stray.
If one person ‘jumps the fence’ then others will follow, so by ‘walking the talk,’ we help to hold each other accountable to behaviours that may be counter to our normal habits. We need to help each other out!
When we see something that’s counter to the behaviours, a gentle reminder can help keep us all on track.
Where to Now?
Sources
Indicators of a Thriving Workplace, SuperFriend, 2020, Date Accessed: 16/08/21, https://superfriend.com.au/resources/itw/