The Management Advisory Service Implementing The Wellbeing ... · Creating and sustaining a culture where managers and workers feel driven to be fully engaged ... The WellBeing and

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Management Advisory Service

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In-House seminars from:

The Management Advisory Service

Implementing

The Wellbeing and Performance Agenda

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Programmes that implement psychological Wellbeing and Performance at work

Introduction Leaders and managers have a duty to their shareholders and taxpayers to achieve the greatest possible performance from their organisations. A barrier to performance is the increasing number of managers and employees who suffer from stress whilst at work. Stress impedes concentration, and concentration is the key contribution to high performance. Whatever the reason, and however leaders and managers see this problem, the impact of stress on the economic viability and success of businesses and services is massive. The cost is in lost productivity, duplicating resources, and in lethargy that plays havoc with any idea of efficiency and effectiveness. In addition, businesses and services with a reputation for failing to tackle stress also fail to attract the best employees and managers, and settle for an existence of mediocrity. Not everyone who is stressed goes off sick. Most people with stress remain in work, but under perform. They lose interest, become dis-engaged and don’t work as hard as their abilities would normally suggest. The costs of people staying in work but under-performing are estimated to be twice those of the combined sickness absence and staff turnover costs. A high proportion of managers believe this problem doesn’t exist, is not something they wish to do anything about, or is solely the problem of the stressed person. The fact is that managers are often a principal cause of stress at work. Managers are the controllers of organisations; they are the people in a position to prevent events and situations that may trigger stress in others. A high proportion of managers believe that supplying support services, such as Employee Assistance Programmes, Occupational Health Services, opportunities for exercise, and who only follow the HSE Management Standards, is the answer. The fact is that these services help to identify risks and they support people who are already stressed, and provide temporary relief, but they do not prevent stress from occurring in the first place. The prevention of stress at work requires a comprehensive approach that involves a positive culture, appropriate leadership and manager behaviours, a working environment that stimulates performance, and strong personal resilience. Taken together these form The WellBeing and Performance Agenda, an agenda to implement wellbeing and performance at work, the antidote to stress. Our seminars provide practical guidance and support to prevent stress and improve performance. Our seminar series is designed for leaders and managers wishing to perform at the top of their game and want their organisations to thrive and be hugely successful.



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There are four interlocking features that prevent stress at work:

Creating and sustaining a culture where managers and workers feel driven to be fully engaged

with the business or service. This results in increased wellbeing and performance.

Leaders and managers who exhibiting behaviours that encourage commitment, trust and

engagement in the workforce. This results in increased wellbeing and performance.

Creating and sustaining a working environment that stimulates concentration and reduces

diversion of attention. This results in increased wellbeing and performance.

Strengthening personal resilience against adverse situations and people. This results in increased

wellbeing and performance.

We base the seminars around our Codes of Practice, namely:

The Charter for WellBeing and Performance - a code for a Positive Work Culture;

The Management Standards for WellBeing and Performance;

The Manager’s Code for WellBeing and Performance – a code of behaviour that promotes

wellbeing and performance;

The Personal Resilience Development Framework – a code that individuals follow that builds and

sustains personal resilience.

Each seminar can be delivered as:

a) A raising awareness short session

b) A one or two day seminar/workshop

c) A two day Masterclass for those with a special interest or wishing to train others

d) A series of mentoring sessions with key managers

e) Learning sets for key managers engaged in implementation.

There are 8 seminars in this series. All 8 add up to an implementation process for The WellBeing and Performance Strategy and The WellBeing and Performance Agenda.

The WellBeing and Performance Agenda is a structured approach to achieving high performance through the improved psychological wellbeing of the workforce.

The benefits to organisations of implementing the WellBeing and Performance Agenda are to:

reduce the costs of presenteeism, sickness absence, and staff turnover attributable to stress, improve the retention and engagement of staff with their business and service, increase the motivation, enthusiasm, innovation and energy of the workforce, be the employer of choice, be sufficiently adaptable and flexible to change, grow, grasp opportunities and capture the

market with enthusiasm.

For further information, please contact Barbara Leigh on 0845 833 1597 or [email protected] or


mailto:[email protected]


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Organisational management

Seminar 1 –The WellBeing and Performance Agenda Amongst the biggest challenges that any organisation faces is how to minimise the impact of stress on its performance. Currently, psychological presenteeism (employees and managers who come to work but who under perform due to lack of concentration caused by stress inducing problems) costs between 1.5 and 3 times the costs attributable to sickness absence and staff turnover. By tackling the causes of psychological presenteeism the organisation also tackles sickness absence, and staff turnover attributable to stress. The added benefit of tackling presenteeism is a workforce that is highly engaged, innovative and contributes more than is expected. The process to eliminate psychological presenteeism also produce high level performance from the workforce.

Content: Raising awareness – Executive briefing: Understanding the needs of your workforce, and the

threats to wellbeing and performance Approaches to engaging with your workforce about implementing The Wellbeing and

Performance Agenda Building the argument for improving wellbeing and performance: business impact and action Managing your organisation – implementing a Positive Work Culture Managing your people – developing the Mindful Manager: implementing the Manager’s Code Managing yourself – building a resilient workforce Action plan

Outcome from this seminar:

Awareness of the psychology of wellbeing and performance Awareness of Measuring performance Awareness of Strategies of change Introduction to corporate resilience A Charter for Wellbeing and Performance Introduction to adaptive leadership Creating a Manager’s Code Introduction to personal resilience.

Duration choices:

1 hour - raising awareness programme One day – raising awareness with taster practical exercises, techniques and approaches Two day – for those embarking on the implementation of The WellBeing and Performance

Agenda – practical guidance to each Agenda item Mentoring – practical guidance and support for organisations implementing The WellBeing and

Performance Agenda



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Seminar 2 – Implementing A Positive Work Culture Psychological presenteeism (people coming to work but under performing through lack of concentration due to stress) is the major challenge for organisations. The costs of this form of presenteeism are estimated to be between 1.5 and 3 times the costs of sickness absence and staff turnover. The approach to preventing psychological presenteeism includes building a culture that promotes commitment, trust and engagement, known as A Positive Work Culture. Culture influences everything in an organisation. A Positive Work Culture stimulates people to perform at their peak. This seminar provides the steps and approaches to implementing this form of culture.

Content: The ingredients of a Positive Work Culture: the Charter for WellBeing and Performance Making an assessment of your own organisation against the ingredients Identifying the core values and beliefs behind a Positive Work Culture Implementing step 1 – ‘the big idea’ Implementing step 2 – architecture Implementing step 3 – the rules of how the organisation should work Implementing step 4 – the training and development needs of all employees and managers to

embed the culture into daily working operations.

Outcome from this seminar: Participants will be provided with a step by step approach to building and sustaining a Positive Work Culture, with detailed guidance of how to address challenges to implementation. The building and sustaining of a Positive Corporate Culture is a major step towards increasing wellbeing and performance of individuals and organisations. The steps to be taken become the bloodstream of organisations resulting in trust, commitment and engagement of staff to their organisation which results in improved performance and higher quality of service.

Duration choices:

1 hour - raising awareness programme One day – raising awareness with taster practical exercises, techniques and approaches Two day – for those embarking on the implementation of A Positive Work Culture with practical

guidance on each step Mentoring – practical guidance and support for organisations implementing A Positive Work

Culture



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Seminar 3 – Corporate Resilience The resilience of individuals is heavily influenced by the cultural context in which they work, together with the behaviours of leaders and managers who control the organisation, combined with the ease with which routine activities of daily working lives are carried out. If the working environment is positive, encouraging and provokes psychological wellbeing, the impact of this will pre-dispose most employees to have stronger attitudes towards challenging and adverse events. If the workforce has strong attitudes towards challenging and adverse events, then the organisation as a whole will exhibit the characteristics of being flexible, adaptable and robust in the face of challenging pressures for change. Corporate resilience focuses on creating the environment that pre-disposes the workforce to be resilient, so that the workforce as a whole makes the organisation resilient.

Content: The Corporate Resilience Programme is based on strengthening corporate strategy towards adverse events, such as challenges arising from the economic climate and covers topics such as:

The workforce at the centre of corporate strategy

The concepts of wellbeing and performance

The risks and threats facing organisations and the workforce

The concept of psychological presenteeism, its costs and impact on performance

Solutions - Introduction to The WellBeing and Performance Agenda

The 9 elements linked to corporate control:

Purpose, Vision, Values, Culture, Corporate strategy, Structure, Rules, Problem solving capacity and Partnerships.

The programme explains the impact that adverse events has on people, and how resilience is about forming an attitude towards an event that determines how the individual copes with it and becomes stronger as a result.

Outcome from this programme: The use of frameworks that help understand the problems at work.

The application of frameworks in strengthening corporate resilience.

The introduction of exercises to help strengthen corporate resilience

How this can be applied within your organisation.

Duration choices: 1 hour - raising awareness programme One day – practical exercises, techniques and approaches Mentoring– practical guidance and support to individuals Two day – for internal champions embarking on the delivery of a Corporate Resilience Programme



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Seminar 4 – Introducing Adaptive leadership High performance from the workforce comes with engagement, involvement and a sense of ownership of the work that is done. Adaptive leadership is a process that shares responsibility amongst the entire workforce for the success and development of the organisation and its work. The approach encourages the workforce to think more about the success of the organisation as a whole and their own contribution to that success.

Content:

The challenge – adapting to internal and external pressures for change The six building blocks of a Leader

o Self, Self as leader, Followers, Emerging leaders, Context, Judges Adaptive Leadership explained

o Shared responsibility o Unsolicited contribution o Institutionalised learning o Tackling ‘Elephants in the Room’

The four phases of development as a leader The attributes and behaviours of Adaptive Leaders Attentiveness, Trustworthiness, Wisdom, Intelligence with humour, Assertiveness, Direction with

committed ambition, Create tension and dissolve it, Addressing needs, Nurturing.

Outcome from this seminar: Participants will be introduced to the characteristics of Adaptive Leadership and the impact of this style on the wellbeing and performance of employees and managers. They will gain an understanding of the psychology of Adaptive Leadership and the change strategies required to bring about a change in Leadership style and approach. Participants will be able to practice applying this style to their own circumstances.

Duration choices: 1 hour - raising awareness programme One day – raising awareness with taster practical exercises, techniques and approaches Mentoring – individual mentoring in Adaptive Leadership techniques and approaches



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People management

Seminar 5 – The Manager’s Code - linking wellbeing with performance

Organisations are controlled communities, normally controlled by managers. They play an essential and pivotal role in the success or failure of any business or service. Managers can be the main cause of stress at work through their inexperience in managing people and solving problems related to the working environment. The ripple effect of this can have negative consequences for the organisation, leading to excess costs attributable to psychological presenteeism and under performance. This seminar is about the behaviours that provoke commitment, trust and engagement between managers and employees. The seminar introduces The Manager’s Code

Content: The threats, and their impact, to wellbeing and performance. The psychology of managing people The cultural beliefs and values of successful organisations and their employees. The behaviours required to implement a culture of wellbeing and performance The behaviours required to manage people by building commitment, trust and engagement The behaviours required to be resilient against stress creating events. Building your own Manager’s Code Change – using a Code to manage change Measuring the changes in wellbeing and performance –your return on investment.

Outcome from this seminar: Participants will be provided with all the tools and information to build a Manager’s Code suitable for implementation in their own organisation.

Duration choices:

1 hour - raising awareness programme One day – raising awareness with taster practical exercises, techniques and approaches Mentoring – practical guidance and support for organisations implementing The Manager’s Code Two day – for those embarking on the implementation of The Manager’s Code, with practical

guidance on each step relevant to local circumstances



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People management

Seminar 6 – Staff engagement

The engagement of the workforce in their work and with their organisation is a key aspect of psychological wellbeing and performance. There are several forms of engagement, each with their own merits, but each with different degrees of intensity of attachment to work and the organisation. This seminar will focus on social engagement, the form of engagement that produces the most intense and high performing link between the workforce and performance.

Content:

The problems at work

Commitment and trust leading to engagement

Engagement explained

The benefits of social engagement

The culture for engagement

The manager behaviours leading to staff engagement

The working environment for engagement

The resilience needed for engagement

Outcome from this seminar: Participants will be provided with the approaches, techniques and tools to behave in ways that produce commitment, trust and engagement in the workforce. This, in turn, improves wellbeing and performance at work.

Duration choices: 1 hour - raising awareness programme One day –practical exercises, techniques and approaches Coaching – individual focused training in behaviours



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People management

Seminar 7 –Stress management, wellbeing and performance

As stress is contextual, our training drills down to the root causes. There are two parallel activities taking place at once – preventing the contextual influences from continuing to cause stress, and developing personal resilience against stress.

Content: Explaining stress. The context within which people work; the influence of culture on people; how

to implement a positive culture; the risks and threats to wellbeing and performance; the

significance of stress and presenteeism on performance; a strategic framework for managing

stress; the merits of prevention versus providing support.

Measuring stress

The behaviours which need to be embedded to promote commitment, trust and engagement;

the role of Manager’s Code in changing behaviour and culture; recognising the four levels of

stress. Helping people adjust to their work; managing staff who suffer levels 2-4 stress.

Understanding that the workplace is a controlled community, controlled by managers.

Building and sustaining resilience against adverse events at home and at work; using the 8

elements of resilience as the framework; completing the Resilience Questionnaire; practising

exercises in building personal resilience.

Outcome from this seminar: Managers will know how to manage stress in the workplace.

Duration choices: 1 hour - raising awareness programme One day – practical exercises, techniques and approaches Mentoring – practical guidance and support to individuals



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Personal management

Seminar 8 – Personal Resilience Resilience is a key component in the primary prevention of stress at work.

Building resilience in the workforce is about building personal and corporate capacity to withstand and cope with excessive stressful events without experiencing any personal or corporate stress. Resilience is a key aspect of The Wellbeing and Performance Agenda as it focuses on personal prevention techniques, approaches and behaviours, and builds these into a corporate resilient workforce, with the additional benefits of better staff retention, low sickness absence, low presenteeism and low staff turnover rates.

Content:

Threats to wellbeing and performance

Assess and evaluate resilience - completion and feedback on Resilience Assessment

Questionnaire

The approaches and techniques to resilience based on the 8 elements of resilience

Techniques for self development and reinforcement of resilience

Clarify personal vision and goals

Improve coping and manage stress more effectively

Enhance physical and mental wellbeing

Boost personal control and flexibility

Assess and improve behaviours that increase resilience

Manage time and prioritise more effectively

Improve life balance

Outcome from this seminar: Participants will be taught the techniques and approaches to building personal resilience; they will be provided with exercises and routines that can be adopted on a daily basis; participants will build a reservoir of resilience against stressful events; managers may opt for a programme specifically for them.

Duration choices: 1 hour - raising awareness programme

One day – raising awareness with practical exercises, techniques and approaches

Mentoring – practical guidance and support to individuals

Two day – for internal champions embarking on the delivery of an in-house Strengthening

Resilience Programme



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In-house seminars: We offer pilot programmes to ensure we cover the topics that our clients need before rolling out to the workforce.

For those organisations requiring our support with implementation, we provide the facilitation for learning sets and action projects leading to full implementation. To discuss running any of these workshops in your organisation, please email [email protected] or call 01242 241882. Papers referred to in this document are freely available from the Article Library on the MAS website, including: The WellBeing and Performance Agenda The Managers Code of Conduct Changing Manager Behaviour Adaptive Leadership Please email [email protected] if you would like us to email copies of these papers to you.

Please visit our website www.mas.org.uk for articles, tips, blog and details of our services.





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The Management Advisory Service Implementing The Wellbeing ... · Creating and sustaining a culture where managers and workers feel driven to be fully engaged ... The WellBeing and