Unlike the neat conclusions found in many of the articles already produced on the topic, or as *common sense* would suggest, it is not so simple as 'just cut your losses'. Therefore, the question remains: when a line manager or Board has a program where the costs are outweighing the benefits, why do
Structural and qualitative criteria can be applied in analysing employee interactions to answer: Are the people in my team effective informal leaders or merely highly social people building their brand?
Informal leadership is most effective when conducted with a small number of closed ties (involving three people) and a mix of friendship- and task-orientated activities. When the ties are open (involving only two people) or become too numerous, informal leadership begins to break down and can hinder
You can have high performing teams with deep hierarchies, so long as there is an open model to knowledge access. But when knowledge hiding goes on, hierarchies tend to erode team performance.
The challenges in creating psychological safety are in some ways more complex for managers because they not only need to lead the process, but also lead themselves in the initiation of the process.
Going against the grain may make people feel unsafe, yet it is through this process that true psychological safety is ultimately achieved — because people feel safe to feel unsafe and to challenge the status quo.
As our adaptability mindset strengthens, resilience will also improve because individuals and teams are better equipped to absorb shocks today and use the energy to bounce forward into sustainable growth tomorrow.
While the overall numbers of people affected by mental health issues is a cause for concern, perhaps as alarming are the number of firms or individual managers who engaging in well-being washing.
The hope is much, for having gotten this far is to be forewarned and thus forearmed. In that we do well to employ scepticism when listening to a human interlocutor. Because even the best of us are filling in the blanks in our memory.
This is why some people will look at a library and see a wealth of opportunity, while others will see the same space and same books and apprehend only barriers to entry or exclusion from a world in which they think they have no part to play.
For me, this can become frankly as depressing as, to quote Blackadder: getting an arrow through the neck and discovering there's a gas bill tied to it.
