Are you micro managing?

Are you micro managing?

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Are you micro managing?

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You love the fact that this manager is always on top of everything that is going on in his team but is he actually micro-managing and creating risks to psychological safety for himself, his team and your business? Did you know that micro-managing is associated with a number of the psychosocial hazards in Safe Work Australia’s “Model code for managing psychosocial hazards at work”? 

So what is micro-management?

Essentially, micro-management happens when an employee is subjected to excessive scrutiny, overly constant supervision, and an intrusive level of management involvement in the performance of their work.

Often, the manager might not realise that they are micro managing – they might think that  they are just  ensuring productivity and quality or being available to help but they are inadvertently sending a message to the employee that they don’t trust them to do it themselves.  This can be extremely detrimental to both the professional and personal well-being of employees.

How does micro-management affect people?

When employees feel constantly monitored and questioned, it creates an environment of suspicion and unease. That erodes trust which is a foundational element of any healthy work relationship and, in turn, that leads to decreased morale and engagement among team members.

Employees may become hesitant to take initiatives or make decisions, fearing constant scrutiny and potential criticism. They can be reluctant to put their hands up to take on additional tasks or responsibilities if they believe that that will result in potentially more scrutiny and exposure to criticism.

That can also lead to people feeling pressured and anxious which can result in them experiencing increased stress and burnout.

That is why micro-management is associated with psychosocial hazards.

What does micro-management look like?

The truth is that different people need different levels of supervision and different people want different levels of supervision – and those needs and wants don’t always align. 

So it can look different for different people.

A common trap is to adopt the same approach with everyone doing similar roles or within a team – for example, if one person is consistently getting things right and has proven that they know their stuff, do they require the same level of supervision as someone who is less experienced or lower performing? And what message are you sending them if you do apply the same level of supervision?

Sometimes, there are supervision standards that have to be applied from a governance perspective eg in medical settings or government services or the like. However, that doesn’t mean that you have to have the same process or conversation with each employee – you should be able to tailor it to the needs of both the individual and the organisation.

Moving from managing to coaching

 Gallup tells us that we will get the best results in productivity and employee wellbeing if managers become coaches for their people and especially if strengths and wellbeing are part of the conversation.

Gallup encourages regular check-ins with people by their manager/coach but that isn’t micro-management if the focus is on supporting the employee in being successful in their work rather than checking up on what they have been doing or unnecessarily requiring your sign-off on the work that they have done.

They can simply be conversations about how things are going like we have in our EngageMentality coaching model where we essentially ask four questions:

  1. What’s gone well?  
  2. What’s not going to plan?
  3. What’s new?
  4. What are we going to do about all of that?

Then you work together on the plan  with the manager/coach’s input being what is needed for the particular employee in the particular circumstances – no more and no less.

Conclusion

Micro-management is bad for business, bad for people and risky when it comes to psychosocial hazards. It is also far from enjoyable for managers who have the misfortune to be doing it and creates real risks of burnout for them.

So, as the saying goes, “let’s work smarter not harder” because micro-management is hard on everyone. 

If you would like to explore our EngageMentality process or any other of our PosWork programs for your workplace, please call us on 1300 108 488 or email info@poswork.com.au.

CONTACT US

PosWork

A Division of Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

info@poswork.com.au

6 Ellesmere Ave, Croydon Victoria 3136

1300 108 488

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Gallup tells us how to engage employees in 2024

Gallup tells us how to engage employees in 2024

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Gallup tells us how to engage employees in 2024

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Gallup has released a “2024 Employee Engagement Strategy Checklist” in which it tells us that 44% of employees worldwide say they are stressed and proposes some things that organisations can do to get people more engaged and less stressed. 

Here is Gallup’s list:

  1. Check in on your managers because they are more likely to be feeling burned out and stressed and you need them to feel supported and capable of leading their people effectively.
  2. Prepare managers to have meaningful conversations with employees in which they recognise strengths and achievements, set and refine goals and priorities and support then in relationships and collaboration.
  3. Prioritise promoting vision and purpose, especially among remote workers for whom Gallup’s research says that only 28% feel connected to their organisation’s mission and purpose.
  4. Measure engagement to show employees that you care about their feedback and want to know how they are doing.
  5. Take action on survey results – nothing builds positive momentum for an engagement initiative more than asking for feedback, doing something about it and sharing and celebrating positive results.

They say that their research shows that 80% of employees who say they have received meaningful feedback in the past week are fully engaged, regardless of how many days they worked in the office.

When it comes to having meaningful conversations with employees, Gallup said that they should include:

  1. Recognition or appreciation of recent work
  2. Collaboration and relationships
  3. Current goals and priorities at work
  4. Employee strengths and the things that they do well

How long should these conversations be? If they are done regularly (ie weekly), they should take no longer than 15 to 30 minutes.

Our EngageMentality Model

This is a continuous coaching model which incorporates all of the features that Gallup recommends plus more.

We did our own research on the things that we believe impact on an employment experience and by extension employee engagement and wellbeing – these “coaching lenses” are:

  1. Roles  – the job that I do plus any of those other responsibilities that I might take on as a leader or an employee or safety representative or first aider, etc
  2. Relationships – I rely on certain people for certain things and others rely on me for certain things
  3. Values and behaviours – the behavioural attributes that we want to see practised in our organisation to make it respectful, inclusive and high performing
  4. Strengths – using the VIA Character Strengths framework to use a strengths-based approach which optimises opportunities for me to use my signature strengths and to work on and be supported with my lesser strengths
  5. Wellbeing – using the PERMAH workplace wellbeing survey, build on my psychological safety, life balance and overall wellbeing. 

We explore and address each of those items through a process of:

  1. Positioning – doing a stocktake of where I sit in each of those areas
  2. Planning – identifying the actions that I want to take for my performance and development, timelines for doing that and supports that I need and any people who are involved
  3. Performing – implementing my plan and catching up with my manager each week for a coaching session
  4. Presenting – providing me with the opportunity to showcase my achievements in performance and development and areas for further development 

The coaching conversations simply involve asking and answering these 4 questions in the context of each of the 5 coaching lenses:

  1. What has worked well (celebrate)?
  2. What has been a struggle (recalibrate)?
  3. What has changed (update)?
  4. What are we going to do about all of that (activate)?

If you would like to explore our EngageMentality process or any other of our PosWork programs for your workplace, please call us on 1300 108 488 or email info@poswork.com.au.

CONTACT US

PosWork

A Division of Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

info@poswork.com.au

6 Ellesmere Ave, Croydon Victoria 3136

1300 108 488

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Reflections on the Strength of Love

Reflections on the Strength of Love

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Reflections on the Strength of Love

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Love is one of the three character strengths that comprise the Virtue of Humanity.

Humanity describes strengths that manifest in caring relationships with others. These strengths are interpersonal and are mostly relevant in one-on-one relationships.

What is love?

Love as a character strength, rather than as an emotion, refers to the degree to which you value close relationships with people, and contribute to that closeness in a warm and genuine way. 

Where kindness can be a behavioural pattern applied in any relationship, love as a character strength really refers to the way you approach your closest and warmest relationships. 

Love is reciprocal, referring to both loving others and the willingness to accept love from others. 

There are four types of love, each with a biological and evolutionary base:

  • Attachment love: parent for child; child for parent
  • Compassionate/altruistic love: kindness
  • Companionate love: friendship
  • Romantic love: spouse/partner/boyfriend/girlfriend

Why is love of value?

  • Love tends to facilitate tolerance, empathy and forgiveness in relationships which contribute to the health and longevity of those relationships.
  • Loving and secure relationships can provide a sense of meaning and purpose in life.
  • Love is associated with healthy patterns of communication such as compromise and the ability to engage effectively in conflict with others.

A couple of questions to consider

  • What are the ways in which you express love to others and how is it received?
  • How well do you receive love? It is often harder to give than to receive but good relationships are a two-way street. Do signs of love make you uncomfortable or afraid of what others may expect from you

Some things that you can do to practise love

  • Journal about loving relationships in general, reflecting on what is most valued in a healthy, loving relationship. Put one of your insights into action.
  • Carve out some time each week to experience uninterrupted quality time in your closest relationship.
  • Go out of your way to offer support to co-workers when you see they are stressed or having a bad day. Give them the gift of supportive words and your honest concern. 

For more information on the strength of hope, go to https://www.viacharacter.org/character-strengths/love

If you are interested in exploring how the practice of Character Strengths might be of benefit to your business and culture, contact Peter Maguire on 0438 533 311 or at info@poswork.com.au.

Acknowledgement: the primary reference for this post is “The Power of Character Strengths: Appreciate And Ignite Your Positive Personality” by Ryan M. Niemiec & Robert E. McGrath (An Official Guide From The VIA Institute on Character)

CONTACT US

PosWork

A Division of Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

info@poswork.com.au

6 Ellesmere Ave, Croydon Victoria 3136

1300 108 488

LET'S HAVE A CHAT

Perspectives on the Strength of Fairness

Perspectives on the Strength of Fairness

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Perspectives on the Strength of Fairness

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Fairness is one of the three character strengths that comprise the Virtue of Justice.

Justice describes strengths that help you connect in community or group-based situations.

What is fairness?

Fairness is treating people justly, not letting your personal feelings bias your decisions about others. You want to give everyone a fair chance, and believe there should be equal opportunity for all, though you also realize that what is fair for one person might not be fair for another.

Fairness is a cognitive judgment capacity that involves reasoning and making judgments. It involves 2 types of reasoning:

  • Justice reasoning which emphasizes logic and weighing principles to determine moral rights and responsibilities.
  • Care reasoning which includes empathy and compassion; the ability to put yourself in somebody else’s shoes.

When you are at your best, you use fairness to actively work to establish equity and respect for all.

Why is fairness of value?

  • Fair-minded individuals are more likely to engage in positive, prosocial behaviours and less likely to engage in illegal and immoral behaviours.
  • A sensitivity to issues of morality and justice increases self-reflection and self-knowledge.
  • Having a good moral compass enables you to navigate conflictual situations more effectively.

A couple of questions to consider

  • What are the circumstances in which it is easier or harder for you to compromise to try to achieve a fair outcome for everyone?
  • How do you reconcile your sense of fairness with the reality that “life is not fair”?

Some things that you can do to practise fairness

  • Consider ways to be fairer with friends or family such as thinking about the amount of quality time you spend with each person and making adjustments accordingly. 
  • Include someone in a conversation who is as newcomer or typically excluded from groups.
  • Be fair to yourself by examining the amount of time you spend on your own health and self-care versus time spent on helping others. Take action based on what is fair for both you and others.

For more information on the strength of fairness, go to https://www.viacharacter.org/character-strengths/fairness

If you are interested in exploring how the practice of Character Strengths might be of benefit to your business and culture, contact Peter Maguire on 0438 533 311 or at info@poswork.com.au.

Acknowledgement: the primary reference for this post is “The Power of Character Strengths: Appreciate And Ignite Your Positive Personality” by Ryan M. Niemiec & Robert E. McGrath (An Official Guide From The VIA Institute on Character)

CONTACT US

PosWork

A Division of Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

info@poswork.com.au

6 Ellesmere Ave, Croydon Victoria 3136

1300 108 488

LET'S HAVE A CHAT

Pondering the Strength of Spirituality

Pondering the Strength of Spirituality

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Pondering the Strength of Spirituality

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Spirituality is one of the five character strengths that comprise the Virtue of Transcendence.

Transcendence describes strengths that help you connect to the larger universe and provide meaning.

What is spirituality?

As a character strength, spirituality involves the belief that there is a dimension to life that is beyond human understanding. Some people don’t connect this belief with the concept of a divinity and prefer to think of it in terms of a sense of meaning rather than spirituality, but in the VIA Classification the terms are considered closely related. 

Spirituality is believed to describe both the private, intimate relationship between humans and the divine, and the range of virtues that result from the relationships. Spirituality is universal. 

Although the specific content of spiritual beliefs varies, all cultures have a concept of an ultimate, transcendent, sacred force.

Some of these include meaning, purpose, life calling, beliefs about the universe, the expression of virtue/goodness, and practices that connect with the transcendent. Some of these include meaning, purpose, life calling, beliefs about the universe, the expression of virtue/goodness, and practices that connect with the transcendent. 

Why is spirituality of value?

  • Spirituality, through the expression of religiousness or sense of meaning, provides a sense of being grounded, increases optimism and helps to provide a sense of purpose in life.
  • People who are spiritual often experience benefits in their physical and psychological health and are resilient in the face of challenges.
  • Spirituality is connected to compassion, altruism, volunteering and philanthropy.

A couple of questions to consider

  • How do you define spirituality for yourself?
  • How does spirituality affect your relationships with others?

Some things that you can do to practise spirituality

  • Think of a spiritual role model in your community. Even if there are important differences between their beliefs and yours, consider their best qualities and one way that you might learn from them.
  • Find meaning at work – consider what matters most in the work that you do and the impact it has upon others. Pause to appreciate this.
  • Pause to connect with your inner spirit. Return to this solitude that resides within throughout the day. Breathe deeply and be at peace with yourself. 

For more information on the strength of hope, go to https://www.viacharacter.org/character…/spirituality

If you are interested in exploring how the practice of Character Strengths might be of benefit to your business and culture, contact Peter Maguire on 0438 533 311 or at info@poswork.com.au.

Acknowledgement: the primary reference for this post is “The Power of Character Strengths: Appreciate And Ignite Your Positive Personality” by Ryan M. Niemiec & Robert E. McGrath (An Official Guide From The VIA Institute on Character)

CONTACT US

PosWork

A Division of Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

info@poswork.com.au

6 Ellesmere Ave, Croydon Victoria 3136

1300 108 488

LET'S HAVE A CHAT

Unpacking the Strength of Teamwork

Unpacking the Strength of Teamwork

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Unpacking the Strength of Teamwork

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Teamwork is one of the three character strengths that comprise the Virtue of Justice.

Justice describes strengths that help you connect in community or group-based situations.

What is teamwork?

Teamwork means that in team situations you are committed to contributing to the team’s success. The team could be a work group or a sports team, but it could also refer to your family, marriage, or even a group of friends working on a project together. 

Teamwork extends to being a good citizen of your community or country, and more broadly to a sense of social responsibility for particular groups of people or even all of humanity. In other words, the person high in teamwork applies a certain way of acting in whatever context they consider themselves committed to the good of the group as a whole. 

Most commonly, however, this strength refers to you being a dedicated, reliable, and contributing member to your small group or team. 

Teamwork is closely related to 3 other concepts:

  • Citizenship: responsibility toward one’s community
  • Loyalty: unwavering trust for a group
  • Patriotism: loyalty toward one’s homeland/nation without hostility toward other nations

Why is teamwork of value?

  • Teamwork fosters a sense of connectedness and enhances meaning through shared purpose.
  • Those high in teamwork elicit and experience a higher level of social trust and have a more positive view of others.
  • Teamwork is one of the strengths most associated with sustainable behaviour ie behaviour that aims to protect the social and physical environment. 

A couple of questions to consider

  • What is most gratifying to you about being part of a team?
  • What is most challenging to you about being part of a team?

Some things that you can do to practise teamwork

  • Savour a positive team interaction from the past by replaying it in your mind and then sharing it at a team meeting. 
  • Volunteer for a community project or a good social cause in the area where you live or work.
  • The next time someone close to you conveys that they are having a problem, ask if the two of you can approach the problem together as a team and work through it with them to find a solution. 

For more information on the strength of teamwork, go to https://www.viacharacter.org/character-strengths/teamwork

If you are interested in exploring how the practice of Character Strengths might be of benefit to your business and culture, contact Peter Maguire on 0438 533 311 or at info@poswork.com.au.

Acknowledgement: the primary reference for this post is “The Power of Character Strengths: Appreciate And Ignite Your Positive Personality” by Ryan M. Niemiec & Robert E. McGrath (An Official Guide From The VIA Institute on Character)

CONTACT US

PosWork

A Division of Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

info@poswork.com.au

6 Ellesmere Ave, Croydon Victoria 3136

1300 108 488

LET'S HAVE A CHAT