MPi News provides short sharp ideas on management, leadership and communication in the workplace.

AS WE SEE IT: People who accept personal responsibility for their actions, efforts and lives, contribute the greatest to those around them. The best employers accept responsibility for urging people along a path to their fullest potential. The best employees accept responsibility for adding value to that organisation. Therefore, the most effective work environments are those in which all participants recognise it is a two way street. Much of the information presented hereafter is governed by these ideas.

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Powerful leadership and negotiation lessons from our own paralytic Australian parliament of recent years … and the recent US government shutdown

INCREDIBLE BUT TRUE …

A U G U S T 2 0 1 4 | E D I T I O N 8 4

Earlier this year when foreign tourists arrived at the Statue of Liberty, they were given the news that it was closed because the government had run out of money and couldn’t therefore pay public officials.

Many tourists were of course disbelieving, however the bigger issue is that the shutdown was a complete embarrassment for America.

While the point is regularly made that sometimes a stumbling democracy is better than communism, many compare the US Congress to a dysfunctional family where the complete absence of constructive conversations does more damage than good to the rest of the family.

Similarly here in Australia, our own, often paralysed parliament in recent years has now been shown to have done the country more damage than good.

While these events are a travesty, in all such crises as the US Government shutdown we can look and learn valuable lessons.

In an article on Inc.com, Samuel Bacharach from Cornell University, highlights what leaders can learn from the current relationships in Congress.

1. Don’t stay with your base too long

It’s nice when you’re on a team that is cheering you on. Everyone on your side agrees with your plans and what you say … but don’t get lost in it. Know when you get your people together on the same page, singing the same tune, and then know when to start reaching out to others.

2. Make only token gestures to your exact opposites

Don’t spend too much time with people you can’t win over. You will have your hardliners and although you need to show that you acknowledge their presence, your efforts will be wasted on trying to convince people who don’t want their minds changed.

3. Try to win the middle

These are people who are open to negotiation. They want a resolution. They may not agree with you 100% but they are willing to make concessions. You will have a better chance of winning their vote.

4. Know when not to negotiate

Sometimes talking does nothing, especially if no one can agree what to talk about.

5. Don’t confuse short-term vs long-term accountability

Keep perspective. Focus on the larger group. It’s not just about your team, and in this case it’s not just about the Republicans and the Democrats. It’s the Country, Congress needs to be answering to.

The Australian parliament in recent years and upcoming Senate could do well to consider this advice carefully.

6. Keep your ego out of the game

This follows on from the previous point. It’s not about you, and if you can keep it that way, the process is easier for everyone. Don Miguel Ruiz puts it best: “Never take it personally.”

AUSTRALIAN BASED GLOBAL NETWORKS miningpeople.com.au PERTH • KALGOORLIE • BRISBANE • ADELAIDE

SOME GENERAL RETURN TO WORK STATS – TIMING IS CRITICAL

If an individual is off work for:

• 20 days - the chance of ever returning is 70%

• 45 days - the chance of ever returning is 50%

• 70 days - the chance of ever returning is 35%

Stats supplied by Konekr Market Report 2013 and the Australasian Faculty of Occupational and Environmental Medicine.

THE STUDY AND RESEARCH PROGRAM

The specific article described a detailed study carried out in Melbourne’s St Vincent’s private hospital. Under the guidance of an advisory committee, including members of the hospital’s executive team, the Health Services Union and WorkSafe Victoria, a new Work Health Management Program was created.

EARLY INTERVENTION RESULTS

The study found that an early intervention approach to workplace injury can cut workers time away from work by almost 70% and obviously significantly lower employer costs.

The study also revealed some interesting findings specific to the hospital, both pre and post the program and study. Before the

program began, workplace data from two years prior to the study was analysed to assess lost-time injury rates, time to return to work, incidence, and costs of claims and premiums.

Amongst other things it showed that the hospital’s early intervention health care program changed duration rates of lost time injuries as follows:

Period Average Duration of LTI

2 years prior to the program 53 days

1 year prior to the program 80 days

1 year post the program 53 days

2 years post the program 18 days

PREVENTION IS KEY BUT EARLY IDENTIFICATION AND MANAGEMENT ARE ALSO!

While there is no doubt that in all industries (including mining) preventing injuries from occurring at all is critically important. Early identification, intervention and management of workplace injuries are also great for both employee welfare and employer productivity and therefore cost savings.

Source: keymedia.com.au/publications/human-resources-director/61265

GETTING BACK TO

WORK FASTER, AFTER A WORKPLACE INJURY

Source: While not specifically

quoting mining industry statistics,

this article found in the “HR

Director” magazine in January

2014 stated some fascinating

statistics that are likely to have

relevance to ‘return to work’

factors (post workplace injuries)

across all industries.

2 AUSTRALIAN BASED GLOBAL NETWORKS miningpeople.com.au PERTH • KALGOORLIE • BRISBANE • ADELAIDE

Top Tips Stats & Facts

Step 1: Acknowledge that you have to address a situation

Early intervention saves time and energy and gives the best opportunity for improved outcomes and restored relationships, yet we rarely do this. Seize the moment!

Step 2: Take a deep breath, clear your mind and set your intent

This needs to be a calm and focused conversation, not a reactive one. Prepare using the ‘GROW’ model and remain analytical. GROW of course is represented by what is often described as a thinking journey through four phases; Your Goal, Your (current) Reality, Your Options (or obstacles) and Your Will (or Way Forward).

Step 3: Active listening

Firstly, this is an enquiry conversation, so listen, ask questions and let the other person know you have heard and understood them. Acknowledge their perspective. Now there is more chance they will listen and acknowledge your perspective.

Step 4: Constructive conversations

Be assertive but avoid judgmental and destructive comments. This is not about being nice; it’s about constructive outcomes. Speak from behind the ‘organisational filter’ – remember you are representing the organisation; this is not about you.

Step 5: Gain mileage

Too often managers find this conversation uncomfortable and look for an early exit, not capitalising on the real gains to be made. Before closing, check understanding and clarify agreements. Document and if necessary send an email. It is vital that managers regularly follow-up to keep communication open, build on that conversation and relationship, and ensure the agreement is fulfilled.

Managers should be increasing the number of ‘conversation contacts’ they have with staff, being clear on their expectations and allowing staff to give opinions and raise issues.

Having more detailed and robust conversations more often will promote a productive, effective and harmonious team.

For further conflict resolution tips or to obtain professional guidance on conflict issues, visit workplaceconflictresolution.com.au

Catherine Gillespie, director of Workplace

Conflict Resolution, gives her top tips on

this often testy subject.

Conflict essentially stems from a difference

of perspective. This shouldn’t be avoided.

Constructive conflict embraces these

situations as an opportunity to discuss,

enquire, learn, problem-solve and produce

good outcomes.

Constructive ConflictAT WORK, AT HOME, OR ANYWHERE

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