Tag: Leadership

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Featured Work in the New Normal

5 Ways To Ease Employees Back To The Workplace

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With the MindNation CareNow Plan©, team members have access to 24/7 teletherapy sessions with psychologists and WellBeing Coaches whenever they are feeling stressed and anxious. Visit www.mindnation.com to learn more.

Are you asking your team to report back to their offices? While some employees are excited to go back to the office, others are struggling with varying degrees of anxiety. They may be reluctant to leave their family after being in close proximity with them for more than two years, afraid of leaving the safety of home and catching the COVID-19 virus, or anxious over adjusting to a new work schedule and routine. 

If you are tasked with nudging people to return to work,  business coach and consultant Grace De Castro of V+A Consulting, a boutique consulting firm with expertise in customized people programs and creative business solutions, shares some things you can do to ease their anxieties and make the transition easier: 

  1. Ensure workplace safety. The first and most important thing to do is conduct a review of the physical space to make sure it follows minimum public health standards and safety protocols. Is it well-ventilated? Can social distancing be followed? What is the procedure if someone comes to work with symptoms? And if your employees do get sick with COVID-19, is treatment covered by their medical insurance and how much time will they be given to recover? Then, once these are in place, proceed to #2.
  2. Personally communicate these to your team. “Don’t just hand out memos or shoot out an email,” Grace advises. “Instead, hold a virtual meeting to inform staff about everything that the company is doing to make the site physically safe, and even what the expectations are in terms of schedule and responsibilities.” By adding this personal touch, employees will feel more assured and less anxious.
  3. Bring them back slowly. Having your employees come back all at once will only cause confusion and increase anxiety. Instead, schedule their return in batches to give them the time and space to adjust to the physical workplace and new procedures. Then, once everyone is settled in, don’t forget to do #4. 
  4. Hold frequent one-on-ones or team meetings. “The purpose of these check-ins are two-fold,” says Grace. “The first is to enable those who are anxious and struggling to feel that they are being heard and validated. The second is for you to communicate and reiterate the company’s vision, expectations, and business direction.” This ensures that the entire team is on the same page, and roles and responsibilities are made clear. 
  5. Show them that you are also taking care of yourself. “As a leader, you are probably putting up a brave face and hiding your own fears and anxieties,” Grace points out. “But shielding your emotions will only make your employees feel as if they are the only ones with problems and more alone.” So if you are feeling anxious or stressed, for example, let your team see you taking a mental health break or advise them that you will be talking to a mental health professional. “This will make them see you as human and will further normalize the conversation about mental health and well-being in the workplace,” she adds.

“If you are feeling anxious or stressed, for example, let your team see you taking a mental health break or advise them that you will be talking to a mental health professional.”

Grace De Castro, Business Coach And Consultant

As a manager, it’s important to remember that your team members may be going through something related to the pandemic that you are not aware of. Asking them to return to work should be accompanied with compassion and open conversation.

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Employee Wellness

Managing A Multigenerational Workforce: Tips To Keep Gen X, Millennial, And Gen Z Employees Thriving And Engaged

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In a previous post, we wrote about the different myths and stereotypes that each generation has about the other, and which contributes to employee disengagement and unhappiness. Once empathy and understanding are established among team members, focus must now shift to how senior leaders can address each generation’s well-being needs so that everyone becomes happier, healthier, and more productive.

According to a report by management consulting company McKinsey, companies that mix the different strengths and perspectives of younger and older workers benefit from better decision making, problem solving, and innovation. The report made special mention of the importance of age diversity and inclusion during the COVID-19 pandemic, stating specifically that “companies whose leaders welcome diverse talents and include multiple perspectives are likely to emerge from the crisis stronger.”

So what does each generation want from their leaders? Grace De Castro, founder and Chief Empowerment Officer of V+A Consulting, a boutique consulting firm with expertise in customized people programs and creative business solutions, shares her thoughts:

What Gen Xers want

  1. Minimal supervision from leaders. “Gen Xers prefer to work independently because it was also how they grew up,” Grace explains. “This is because they were raised with both parents working, they became accustomed to fending for themselves.”
  2. Peer-oriented collaboration. Precisely because their parents were busy and there were no Internet or smartphones to occupy their time, Gen Xers spent a lot of time interacting face-to-face with friends, so they grew up learning how to make genuine connections.
  3. Very clear opportunities to shine — “Because this is the generation that lacked attention from their parents, they are always looking to prove themselves,” Grace reminds. “So if they are not yet leaders, give them tasks that will allow them to show off their leadership skills; and if they are already leaders, invest in their continuous education like subsidizing online courses or assigning them an experienced mentor.” 
  1. Benefits related to physical and mental health. “Gen Xers have poor physical health,” Grace points out. “Among the different generations, they have the highest levels of alcohol and smoking abuse, as well as high levels of depression and anxiety. But they don’t talk about it and are less inclined to speak up when asked because they come from a generation that taught them to just follow and obey.”

    Grace believes that health benefits will also be warmly received because Gen Xers are already at that age when they know they are no longer young, that they are now closer to retirement compared to their Millennial and Gen Z team members. 

If you need guidance on how to implement a holistic well-being program at work, partner with a mental health and well-being company that can offer data-based and customized solutions to address the specific needs of team members. 

  1. Work-life balance. Similarly, because Gen Xers will not complain, it must be up to the company to create an environment that allows them to not feel guilty when they take breaks. 

What Millennials and Gen Zers want

  1. Employers who prioritize their well-being. Because Millennials and Gen Zers are work martyrs, they feel guilty for taking breaks. So as a leader, constantly remind your team members to slow down or rest between tasks. In addition, avoid assigning tasks outside work hours. “Let them know it’s okay to say ‘no’ when work becomes unmanageable,” Grace says.
  2. Constant reminders to unplug. Similar to the above, encourage these tech-savvy employees to disconnect from social media once in a while. Research has shown that too much consumption of social media increases feelings of inadequacy, FOMO (fear of missing out) and isolation. “These add to a person’s stress and anxiety,” Grace explains.
  3. Giving feedback. Millennials, in particular, crave continuous feedback. They demand and expect a responsive managerial style and ongoing relationships with their supervisors. “Feedback is not shouting at them if they make a mistake,” Grace cautions. “Rather, it is taking the time to walk them through what they did well and what they could improve on.” 

Just because someone was born in a certain time does not mean everything about that generation applies

Grace de Castro

For everyone

  1. Beware dubious generalizations about others. “Just because someone was born in a certain time does not mean everything about that generation applies,” Grace says.
  2.  Spend time getting to know your team members. “Each person has their own story to tell,” she adds.

The COVID-19 pandemic has put so much pressure on workplace leaders to maintain profitability that sometimes, looking out for the welfare of employees takes a backseat. “But unless your company is  fully automated, caring for the well-being of the people who work for you is the best investment you will ever make,” Grace says. “We need to be mindful that regardless of what generation they belong to, everyone is feeling overworked, feeling guilty for taking breaks, and struggling to separate work life from home life. So as a leader, it is important to make sure that everyone enjoys the work, feels valued, and feels like part of the team.Getting to know your people is what pays dividends and will pay back a hundredfold when you do it well.”

MindNation is a mental health and well-being company that focuses on holistic well-being to create customized programs for team members. Partner with us to build happier, healthier, and more productive teams. Visit www.mindnation.com to learn more!

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Employee Wellness

Build Better Teams: 4 Ways To Instill Self-Confidence In Your Employees

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Our previous post, Be Your Own Boss: 8 Ways To Increase Your Self-Confidence At Work, talked about how you can build confidence in yourself. Now it’s time to pay it forward and learn how you can build the self-confidence of your team members. 

“A self-confident team member is one who is comfortable in their own skin, trusts in their abilities, and knows their strengths and weaknesses.” explains Eric Santillan, an international Organizational Development consultant and a MindNation Scientific Board member. “Additionally, self-confidence is connected to boundaries. When a person has low self-confidence or low self-esteem, he has very porous boundaries, which means negative feedback is taken personally — when you tell them ‘Your report lacks X, Y, Z points,’ they take it as ‘I am no good, I am a failure.’ On the other hand, people with self-confidence have a growth mindset; they take setbacks as learning opportunities to become better.”

Self-confident employees benefit the company in many ways, from improved engagement to better performance. “Having self-confident employees can be a game changer for the company,” Eric stresses. “They are the people who willingly take on extra work because they want to learn more, and they are also the ones that you need to manage the least, allowing you more time to do the things that matter to you.”

“Having self-confident employees can be a game changer for the company. They are the people who willingly take on extra work because they want to learn more, and they are also the ones that you need to manage the least, allowing you more time to do the things that matter to you.”

Eric Santillan

As a manager, here are four things you need to constantly do to instill self-confidence in your employees:

  1. Develop their skills. Confidence is linked to competence. When you give employees tools and resources to improve themselves and they apply these learnings to produce outstanding work, their confidence rises. So provide your team members with access to courses and training, or maybe even give them the opportunity to run a passion project, so that they hone their skills and have a chance to shine.
  2. Don’t micromanage. If you do give them additional responsibilities, be empowering and not discouraging. “If you don’t trust your team, they won’t trust themselves,” Eric shares. “If you second-guess their decisions, or require that all decisions go through you, then you don’t incentivize them to make decisions on their own. Employees should not be treated like children that you have to check on all the time.”
  3. Don’t set them up to fail. Related to the above — make sure you don’t delegate big responsibilities too soon or too quickly, because they might become overwhelmed, inadvertently flounder, and have their confidence shot. “The key is to strike a balance between making sure that the project is important enough to be challenging for the team member, but not big enough that if it fails it will be detrimental to the company’s bottomline,” Eric advises.
  4. Take care of their well-being. This means building up your team’s mental health, from taking steps to reduce work stress and risk of burnout to providing them with resources to address mental health challenges. Make it a habit to check-in on your team members frequently, so that you get to know them as individuals and create a strong support foundation. When you treat your team members well, they will also view themselves in a positive and more confident light. 

As a manager, you should never underestimate your influence over a team member’s confidence. “You have the capacity to make or break someone’s confidence, because next to their significant other, you are their most influential relationship,” Eric points out. “A person who is managed really well will develop confidence, while a person who is managed really badly will feel their confidence eroded.”

MindNation offers virtual training for companies related to self-confidence, from cultivating a growth mindset to building mental agility. Email [email protected] to book a training for your team today!  

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Employee Wellness

#RESHAPE21: How Top Companies 3M And Bloomberg Are Addressing Mental Health At Work

Last September 15-16, MindNation had the privilege of being part of Insider’s RESHAPE 2021, the world’s largest leadership and experience summit, sharing the global stage with no less than US President Barack Obama and other top business and thought leaders.

MindNation Chief Marketing Officer Cat Triviño presided over a panel discussion about mental health in the workplace with Alisha Fernando, Head of Diversity & Inclusion for APAC of financial, software, data, and media company Bloomberg, and Kevin McGuigan, Vice-President & Managing Director for SEA of multinational conglomerate 3M.

“Even prior to the pandemic, mental health has already been a global concern, with anxiety and depresison at all time highs and even suicide being the leading cause of death in many countries,” Cat pointed out in her opening statement. For instance, a 2018 survey by the City Mental Health Alliance in Hong Kong revealed that 37% of respondents claimed to have, at some point in their lifetime, experienced mental ill health while in employment. Other research revealed that 25% of working people in Hong Kong showed levels of depression and anxiety that are 2.5 times the global average.

Not surprisingly, these numbers have risen this past year because of the psychological effects of the COVID-19 pandemic. In the Philippines, particularly, results of a Pulse Survey conducted by MindNation of over 5,000 workers found that mental health challenges are affecting 1 in every 3 employees, leading to productivity losses that cost companies up to PHP7 million per year (for every 1,000 employees).

Companies must take an active approach to mental health to combat mental health problems in the workplace. “At 3M, we strongly believe that there is no one that should struggle with mental health alone,” Kevin says. “As an employer, it is our responsibility to ensure that all of our employees feel that they are working in a safe place, that they’re comfortable to be themselves.

Here are some ways 3M and Bloomberg are building a company culture where mental health is valued, accepted, and supported:

  1. Keeping lines of communication open. “We encourage our managers and employees to find a way to connect with each other in ways that are not just tied to work,” Kevin explains. “When I start one-on-one meetings or group meetings, I go out of my way to spend the first few minutes just talking to the individual or the team and asking them ‘How are things going? How’s your family doing?’ This is my way of really striving to make people feel comfortable to express themselves.”

    Additionally, Kevin hosts frequent roundtable sessions and town hall meetings, as well as put out regular Pulse Surveys, in order to get feedback from his team. “These build trust and show that we are able to have candid conversations about what’s working and what’s not,” he says.
  1. Normalizing conversations regarding mental health. “Storytelling is such a powerful tool to address [the stigma surrounding mental health],” Alisha shares. “Everytime I tell someone ‘Hey, I suffer from anxiety and I am getting professional help for it,’ they are shocked and surprised at first, but when we talk about it some more and they see that I am able to live a normal life and have a good job, they realize that having mental health challenges is not shameful or taboo. Sharing personal stories is one way we can shift the way people view mental health.”
  2. Providing flexible work programs. “At 3M, we have a ‘Work Your Way’ program, which not only says you can choose WHERE you want to work — 100% remote, 100% onsite, or a hybrid mode — you can also select the hours you want to work,” Kevin says. “This is because we know that people have been [affected] throughout the pandemic, and allowing them to take two hours off work to go to a therapy appointment, for example, is one way we want to make things easier for them.”
  3. Not viewing mental health treatment as a one-size fits all approach. “No two people experience a mental health challenge the same way; for example, some people thrive on stress and can work really well, but others don’t thrive under stress and it impacts their productivity,” Alisha shares. “So addressing mental health in the workplace comes down to knowing the employee as an individual , understanding what they need, and figuring out how we can best support them,” Alisha points out.

Bloomberg and 3M’s efforts to actively address mental health at work are paying off. “Interestingly, Bloomberg has performed remarkably well over the last 18 months of the pandemic,” she shares. “I credit that to all of the support that we have been providing so that our leaders know how to take care of our people better. Now, not only are our people thriving, our business is as well.”

MindNation uses a data-based approach to create proactive, customized, holistic health programs for your employees. Partner with us to build happier, healthier, and more productive teams. Visit www.mindnation.com now!

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Employee Wellness

Josh Alfafara Of The Executive Centre: 5 Leadership Lessons I Learned During The Pandemic

When premium flexible workplace provider The Executive Centre launched its flagship office in Makati, Philippines last June 2021, Country Manager Josh Alfafara knew he had his work cut out for him. “Leading a new business in the middle of a pandemic was challenging, to say the least,” he recalls. “Everyone was asking why we were selling office spaces at a time when everyone is working from home. But I said ‘Why not?’ I felt that this was the best time to do so because people are now looking for flexible ways of working.” 

This mindset has helped Josh and his team ensure that TEC Philippines remains top of mind for small and medium enterprises and multinational companies looking for a truly first-class flexible workplace solution within prime locations and prestigious office addresses. “We differentiate ourselves from our competitors in the service aspect that we give to our members,” he explains. “Even when the government imposed a strict lockdown, we never stopped communicating with our members, addressing their needs, and letting them know that we are available for them all the time.” 

“I don’t tell my team ‘You do this, you do that;’ instead I ask them ‘Where can I help?’ ‘What can WE do?’ And if my team member is not delivering, it’s on me. Where did I lack in terms of giving support or in providing resources?” 

Josh Alfafara, The Executive Centre Country Manager

Here are five leadership lessons that Josh has learned as he continues to lead his company and his team through the pandemic:

  1. Be flexible in your approach. “We can no longer go around publishing pictures of office spaces because no one wants to spend any money,” Josh points out. “So instead of being salespeople, we positioned ourselves as consultants of workplace strategy. We asked clients ‘What do you need at the moment? You have 2,000 square meters of office space that no one is using? Ok, that’s something we may be able to help you with.’” By building that trust and giving their expert advice on flexible workspaces, TEC was able to build loyalty with their clientele. 
  1. Servant-leadership is the key. Josh built his team in the middle of the pandemic, and while it felt good to be able to provide people with work, he also understands that it can be demotivating for them to market something when everyone is hiding at home. “As a leader, my role is to bring out the best in my team so they can do what they need to,” he shares. “I don’t tell my team ‘You do this, you do that;’ instead I ask them ‘Where can I help?’ ‘What can WE do?’ And if my team member is not delivering, it’s on me. Where did I lack in terms of giving support or in providing resources?” 
  1. Be transparent in communications. Josh has frequent and structured one-on-one conversations with his direct reports to align on goals and expectations. “As an employee, nothing is worse than thinking you are doing great but finding out at the end of the year during the performance review that you’re terrible at your job,” he says. “So it’s important that I meet them regularly to find out what they are lacking in, or what training they require.”
  1. Employee well-being drives results. To a certain extent, Josh does not believe in keeping work life separate from personal life. “People are people, and they have feelings and mental health. You can’t expect them to have mental health for home and a separate mental health for work,” he explains. He makes sure he has an open-door policy where people can just talk to him if they are struggling, not just with work but even in their personal lives. “When I talk to my team, I ask them how things are at home without getting too personal, and I believe that showing them this genuine care has helped them perform better at their job.”

This importance to employee well-being is what pushed TEC to partner with MindNation. “I believe that all businesses should have a mental health program in place. Leaders should treat it as an investment in their people because at the end of the day when you take care of your people, they take care of the business, which drives results. It’s hitting many birds with one stone and it’s absolutely necessary,” Josh says. 

He recalls that during the early days of his career, mental health was not a priority; people had to pretend to be sick to take time off. “But for me, if a team member is struggling today, I’d rather they let me know right away so that they can take whatever break they need and come back stronger tomorrow, instead of dragging their feet and dragging the rest of the business down,” he says. 

  1. Self-care is not selfish. Leading a business during a pandemic can be physically and emotionally draining. As someone who admittedly experiences anxiety, Josh makes sure he prioritizes his mental health as well. “I make sure I set limits as to when I check my phone and my work email. One of my favorite things to do is listening to a guided meditation app,” he shares. “I also make sure I have people can talk to, including a coach that I consult with on a regular basis, where I become the most vulnerable and let it all out.” 

Lastly, Josh makes sure his team members know all about his self-care habits so that they follow suit and take care of themselves as well.

Josh’s professional goals for the year include seeing TEC Philippines finally take off, perhaps even expanding to another site within the country. “Business is doing very well although it’s not where we want it to be because of the pandemic and the new spate of lockdowns,” he admits. “But we are doing what we can and I always encourage my team to have patience; we’ve done it before, we’ll get through this again.”

However, he is mindful that the company’s success should never come at the expense of the team’s well-being. “Now more than ever, leaders have to be available for the team and not leave them out in the dark,” he says. “If you are present with your team, they can help you make the business succeed.” 

Happier and healthier employees are productive employees. Partner with MindNation to provide your team with a well-being that is holistic, data-driven, and customized for your needs. Visit www.mindnation.com or email [email protected] to know more. 

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Employee Wellness

10 Tips For Managing Difficult Conversations

Difficult conversations are inevitable in human life. You have to deliver bad news, call someone out for saying something offensive, or have opposing thoughts about polarizing issues. Most of us tend to shy away from engaging in tough dialogues because we are afraid the other party will get sad, mad, or — in the case of friends and loved ones — not want to be friends or love us anymore. But keeping quiet can lead to a build-up of resentment that will possibly boil over into an explosive confrontation the next time around, or result in improper behaviors remaining unchanged. 

“We tend to view difficult conversations as a personal attack, a power struggle that becomes a win-lose situation,” says Salma Sakr, Chief Growth Officer of MindNation. “But if we treated them as an opportunity to grow both personally and professionally, to increase understanding, and to achieve goals, then we can address the situation sooner and with more ease.”

“Falling to engage in difficult conversations with loved ones does the relationship a disservice.”

Danah Gutierrez , Author and R&R.mp3 Podcast Host

For Danah Gutierrez, author and podcast host, falling to engage in difficult conversations with loved ones does the relationship a disservice. “You end up living in this illusion that everything is fine between the two of you, but it’s only fine on the surface. Deep down, something sinister is brewing, which is not good for the relationship.”

While there is no one way to have a difficult conversation, there is a blueprint that we can use to support us as we head into those conversations:

  1. Don’t get into it if you are feeling angry. Never initiate a conversation when you are overly angry, frustrated, or resentful. “While it’s okay to feel emotions, you have to time it right,” points out Salma. “Once you calm down, you’re in a better position to initiate and engage in a conversation.”
  1. Don’t use text, email, or chat, video talk or face to face is better. “Never use emails, texts, or chats to engage in a difficult conversation because things can be lost in translation when written,” says Salma. “And if someone triggers you with their email, don’t take the bait and  don’t defend yourself. Just don’t respond. Ask for a face to face meeting; if that’s not possible, ask for a phone meeting.”
  1. Don’t point fingers, be sarcastic, or call them names. This is especially true when the other person’s words care are racist, homophobic, or misogynistic, thus inflaming our emotions. Call the person out politely and don’t be mean. “Empathize,” Danah advises. “Ask questions and find out why they feel that way. Maybe they were traumatized by a certain race, or those characteristics are the only things they see on tv.” Then respectfully counter these generalizations with your own experiences, such as telling them that you know people from this race who are not what they think them to be. 
  1. Let them share their perspective. When a loved one says or does something that does not sit well with you, ask questions first so you can find out where they are coming from. Danah recommends asking things like “How are you?” “What’s going on?” “I heard you say this, did I hear it correctly?” It’s possible the person only said those words in a moment of heightened emotions or because he or she was confused. 
  1. Use “I” statements. Statements like “From my perspective,” or “The way I see it…” or “I feel __ when you said ___” make it clear that you are speaking for yourself and not making accusatory assumptions about the other person’s intentions or behavior. When the other party does not feel judged, emotions de-escalate and a proper conversation can ensue. 
  2. Don’t  lose focus.  If you find yourself facing a lot of resistance, and the person is veering into unrelated matters, Salma suggests a few statements to help get you back on track: 
  • “I understand where you are coming from, but right now we are talking about …”
  • “That may be true but that is not as urgent as what we are discussing now. Let’s prioritize” 
  • “I suggest we park that and come back to it once we finish our conversation.”
  • “Clearly you have a lot on your mind, let’s set up more time to discuss that after we finish what we came to discuss here.” 

“By doing this, you are giving space for their emotions but putting a boundary that this conversation is focused on a certain discussion and that you won’t deviate,” says Salma.

  1. Agree to disagree. “In today’s society, there is so much polarization going on in the form of ‘If you believe this, we cant be friends,’ or ‘If you don’t agree with me, feel free to unfriend me on social media,’” points out Danah. “But when you start living in a bubble of like-minded people, you become out of touch with the reality that there will always be people who think differently than you. We don’t have to fear the people who oppose our views. Instead, offer to meet halfway, and know that you can both walk away from that conversation not hating each other.” 

Now, if the other person is insistent on his or her views, end the conversation politely but with affirmation. “‘I really love how passionate you are about this,’” Danah role-plays. “‘But I don’t want to argue with you, so let’s just agree to disagree.’”

  1. Create accountability. “When wrapping up the conversation related to work performance, make sure to put a deadline within which you want to see the behavior or results changed/improved,” suggests Salma. “Ask them to book it in your calendar so you can reconvene and assess progress. That will ensure they remain accountable to the changes you have requested.”
  1. Don’t expect to change their minds. “Everyone is entitled to their opinion and at the end of the day, it’s not our job to fix other people’s way of thinking,” Danah says. “Always go back to the relationship; know that the two of you can be extremely different but still love and respect each other. Instead of cutting them off from your life because of differing opinions, use these difficult conversations as an opportunity to practice empathy, patience, and emotional intelligence.”
  1. Do set boundaries for future encounters. Anytime a difficult conversation with a loved one feels overwhelming, know that it’s okay to take a step back for your own mental and emotional health. “Some people can be tolerated only in small doses and there’s nothing wrong with that,” Danah points out. 


It is possible to transform difficult conversations into constructive exchanges. We may not be able to control how others think and react, but we can control our own emotions, thoughts, and responses so that the relationship becomes better for it. 

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MindNation offers Company Culture Drive Ⓒ Talks — interactive webinars featuring experts on mental health and other dimensions of wellness. One of our most popular talks is “Having Difficult Conversations In The Workplace” where we train managers on how to handle tough conversations with team members, ensuring the well-being of all involved. If you want us to conduct this training for your team, email us at [email protected]. 

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Employee Wellness Get Inspired Mental Health 101 Work in the New Normal

5 Ways Managers Can Care For Their Mental Health

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Take care of your wellbeing first so that you can provide care and support for your team members and subordinates

Work is inherently stressful, but working in the midst of the COVID-19 pandemic has brought on unprecedented pressures in the workplace. 

Uncertainty breeds anxiety, and we are living in uncertain times. Between rising numbers of Covid-19 cases, questions about whether or not to reopen economies and businesses, unprecedented months-long lockdown measures, and the economic fallout of the pandemic, we don’t know what will come next. And that’s taking a toll on our mental health, including at work. 

It’s not just the rank-and-file who are feeling the strain; even workplace leaders are bearing the brunt of isolation, loss of work-home boundaries, and work overload that leads to mental health concerns like depression and anxiety. This is concerning because according to a 2015 article by Canadian Business, “even sub-clinical levels of depression are enough to detract from transformational leadership.” The article adds: “The negative effects on leadership go further: Both sub-clinical levels of depression and anxiety are linked with higher levels of abusive supervision.” 

If you are an executive or manager, it’s important that you take care of your mental health first, not just because it affects your leadership but also because it sets the tone for the rest of the team’s wellbeing. It’s much like the rule in an airplane about putting in your own oxygen mask first before assisting others; you have to take care of yourself so you can do the same for everyone else. 

Here are some ways you can improve your mental health: 

  1. Know the difference between the things you can control and those that you cannot. When you focus too much on what you can’t control (i.e. difficult co-workers or the neverending piles of paperwork) you take energy and attention away from the things that you CAN control (i.e. how you respond to the co-worker or how you manage your time). This makes us less effective and potentially leads to the outcomes we fear the most, such as arguments with the colleague or not achieving work-life balance.

So the next time you find yourself worrying or feeling uncertain about a particular area of your life, try using the questions below to clarify where you have control, where you don’t, and how to focus on what matters: 

  1. Think of an ongoing unresolved situation in your life. Write a brief outline of the facts and why it feels unresolved for you.
  2.  What can you control in this situation? Make a list.
  3. What can’t you control in this situation? Make a list.
  4. Be honest with yourself — on which of the above things are you spending most of your energy and attention right now?
  5. How can you focus more on the things you can control? What would that look like?

Once you know that you are doing as much as you reasonably can to create a healthy happy space in your mind, the more at peace you will feel about all the variables outside of your control. This does not mean that you are free from nerves or anxiety, but that input and effort can give you deeper self-trust and veer away from feelings of hopelessness and anxiety.

2. Reframe your thinking. This means identifying your negative and unhelpful thoughts and replacing them with more positive or adaptive ones.Examples of negative thoughts include:

  1. Limiting beliefs, i.e. “I am not good enough to head this project”
  2. When you wish that something acceptable were better a.k.a the fear of missing out “

The next time a negative thought enters your head, replace them with positive ones by:

  1. Using milder wording. “I hate that guy” will only make your anger worsen; “I’m not a fan of that guy” sounds better.
  2. Ask yourself ‘What can I learn from this?’” This way, every obstacle becomes a learning opportunity.

3. Practice self-compassion. This means being understanding towards yourself during times that you feel inadequate, unsuccessful, or are suffering. Instead of beating yourself up with self-criticism, treat yourself gently and recognize that you are only human. Nobody is perfect; all humans suffer and make mistakes, so self-compassion means recognizing that problems and trials are things that everyone in the world goes through and not just you alone.

4. Prioritize self-care. Focus on yourself and do activities that nurture your physical, mental, and emotional health. It seems easy and simple, but it’s the first thing that people forget about when they become busy,” reminds Minique. Practicing proper self-care habits will keep you from reaching the point of exhaustion, helping you function normally under stress, and refocus to help you perform better.

5. Seek help. The truth is we’re all going to struggle at some point. We’re going to have moments when we can’t find the strength to stand, or when we just can’t do it alone. And in those moments are when we have to know that it’s okay to lean on others. It’s okay to seek assistance and love outside of ourselves. Strength does not always have to come from your body. It can come from surrounding yourself with people who love you, and from people and resources outside of your expertise. If you are feeling anxious and overwhelmed, a good place to start to get help from MindNation psychologists. Book a teletherapy session thru the MindNation app.

Stay Afloat!

By taking care of our own mental health, we become a more effective, empathetic, and perceptive leader and by extension create happier, healthier, and more productive teams. 

Fore more information about MindNation’s products and services, visit www.mindnation.com. 

Categories
Employee Wellness Get Inspired Mental Health 101 Self Help Work in the New Normal

7 Ways To Be a Leader (Not Just A Manager)

Photo by Andrea Piacquadio on Pexels.com

While leadership and management go hand in hand, they are not the same thing

“Leaders” and “managers” are often used interchangeably, and while there is some overlap between the work that they do, there are also important differences. 

In his seminal 1989 book “On Becoming a Leader,”  Warren Bennis — American scholar, organizational consultant, and widely regarded as a pioneer in the field of leadership studies — compiled a list of these differences: 

— A manager administers, a leader innovates

— A manager maintains, a leader is an original

— A manager focuses on systems and structure, a leader focuses on people

— A manager relies on control, a leader inspires trust

— A manager has a short-range view, a leader has a long-range perspective

— A manager asks “how” and “when,” a leader asks “how” and “why”

— A manager has his or her eye always on the bottom line, a leader’s eye is on the horizon

— A manager imitates, a leader originates

— A manager accepts the status quo, a leader challenges it

— A manager does things right, a leader does the right thing

The best managers are leaders, but you do not necessarily have to be in a managerial position to be a leader. Any time you act in a way that inspires, encourages, or engages others, you are a leader. 

That said, whether you are a veteran or aspiring manager, possessing strong leadership skills is important because not only will it lead to better job performance, you also gain the knowledge and opportunity to influence the context and environment in which decisions get made. We’ve outlined below seven steps to help you get started on how to be  a leader at work:

  1. Work on your mental and emotional health

As a leader, you will be expected to set the tone during stressful and uncertain times, of which the workplace has many. This does not mean you should have the answers to all the problems; rather, it means you need to have the conviction and resilience to move forward. So not only should you be ready for anything, you also need to bring creativity, humor, and curiosity to stressful situations so that others can rely on you when things become difficult. 

  1. Practice self-awareness

Companies are not the only ones that have a brand identity — people do, too. A person’s work brand is based on his or her strengths, weaknesses, and what they contribute to the organization? As a leader, you need to be aware of your work brand so that you can develop yourself and, as a result, your leadership. So always seek feedback about your performance, whether it’s from a peer, someone more senior, and even from more junior staff — and take these seriously and professionally. 

  1. Adopt a growth mindset. 

Find ways to constantly improve yourself and your situation, whether it’s by honing your existing skills or developing new ones. 

  1. Be supportive. 

A true leader is a great facilitator. So encourage others to speak up instead of constantly offering only your opinions. Publicly recognize them when they do an excellent job, and resolve differences constructively. Create a safe space for people to open up to you if something is bothering them. Doing these builds trust in the workplace, creates rapport, develops positive mental well-being, and gives others the opportunity to improve themselves as well.

  1.  Think strategically.

A good leader is always goal-oriented — he or she has a plan on how to achieve those goals and the determination to act on them. When dealing with team members, it means you recognize the potential in everyone and know how to delegate to make the best of their strengths. 

  1. Be innovative.

Constantly think of ways to set your business apart from competitors. When you contribute creative ideas that are out of the box but benefit your company’s bottom line, you are exemplifying true leadership.

  1. Take the initiative. 

When you have done all of the above, it means you have led your team to working at maximum efficiency. This means you now have some time to learn new things or take on more responsibility. Don’t be afraid to ask management for more responsibility so you can further level up your game. When it comes to developing your leadership skills, the sky is the limit. 

As with other traits, leadership is a quality that needs to be shaped. By practicing empathy, openness, and self-awareness, professionals of all levels can develop leadership skills and find out how to bring out the best in themselves and others.

— Written by Jaclyn Lutanco-Chua of MindNation