The message is clear business owners, boards and leaders need to fundamentally change the ways that we manage and communicate with our people. If we don’t we will fail in optimising the return on investment in people and minimising risks arising from psychosocial hazards and gender-based behaviours. This includes doing what is best for their own wellbeing…and a key element to all of that is the practice of compassion in leadership (for others) and in reflection (for self). Well, guess what? Science tells us that it is good for us and our businesses. 

What is compassionate leadership?

Let’s start with making a distinction between “empathy” and “compassion”

Empathy is the ability to understand and share the feelings of another.

Compassion is being empathetic and then wanting to do something about it.

Applying SCARF to psychosocial hazards

Here are five questions that you could ask relating each of the 5 SCARF elements to one psychosocial hazard:

• Do reward and recognition practices support people in having a clear and valued perception of their STATUS in the organisation?  Hazard: inadequate reward and recognition
• Does everyone in your organisation have CERTAINTY about organisational goals and their roles and performance expectations? Hazard: lack of role clarity
• Is everyone free from micromanagement and feel like they have the AUTONOMY to perform their role and make related decisions without unnecessary supervision or review? Hazard: poor supervisor support
• Do people feel like they are valued members of teams and get a sense of belonging and RELATEDNESS from the way that people work together? Hazard: poor workplace relationships
• Do people trust the organisation and managers to treat everyone with respect and FAIRNESS on any matter in the workplace? Hazard: Poor organisational justice

There are lots of other ways that you can use the SCARF model in the workplace and elsewhere in life. Use it as a barometer for how you respond to a challenge – as a threat or as a reward. The mindset that you adopt can make a massive difference to your own mental health and wellbeing.

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

Have you heard any workplace culture gurus say that you can only learn from your mistakes? We disagree. While analysing what went wrong has its place, constantly focusing on deficits can be draining and demotivating. What if we flipped the script? Enter strengths-based reflective practice, a powerful approach that builds you up by focusing on what you do best.

What is Strengths-Based Reflection?

Instead of starting with “What did I mess up?” strengths-based reflection asks, “What went well, and why?” It’s a purposeful process of identifying your successes, no matter how small, and exploring the specific skills and personal qualities you used to achieve them. It’s not about ignoring challenges; it’s about approaching them from a position of competence and resourcefulness. Think of it as building on a solid foundation rather than just patching up cracks. By understanding the ingredients of your success, you create a recipe you can use again and again.

Learning and Improving Through Strengths

Focusing on your strengths is a game-changer for professional and personal growth. It builds confidence and motivation, reminding you of what you’re capable of. This positive reinforcement creates a powerful feedback loop that energizes you to take on new challenges.

So, how do you turn this reflection into action?

1. Pinpoint a Success: Think of a recent situation where you felt effective or proud. It could be skillfully de-escalating a tense meeting, finishing a complex task, or offering a colleague the perfect piece of advice.
2. Analyze Your Strengths: Ask yourself:
   • What specific skills did I use? (e.g., clear communication, critical thinking, empathy, organization).
   • What personal qualities helped me? (e.g., patience, creativity, determination).
   • What conditions allowed me to succeed? (e.g., good preparation, a supportive environment).
3. Frame Improvement Actions Positively: Now, look forward. Instead of thinking, “I need to be less disorganised,” try framing it as, “How can I use my strength for creative problem-solving to set up a better organizational system?” or “Given my success in communicating clearly on that project, how can I apply that same skill to my weekly team updates?” This approach turns improvement into an act of leveraging your talents rather than fixing your flaws.

But what about those that didn’t go to plan

You can use the same approach but you can add in an ingredient which is about whether there was a character strength overplayed or underplayed – for example, ask “Was I too creative in my approach and did I need to show more perspective?” or “Did I misread them and do I need to support my social intelligence with better research before engaging with them again?”

The Secret Ingredient: Self-Compassion ❤️

This entire process is underpinned by self-compassion. It’s about treating yourself with the same kindness and understanding you would offer a friend. We all have moments where we fall short. When reflecting on a tougher situation, avoid harsh self-judgment.

Acknowledge the difficulty with curiosity, not criticism. Ask, “That was challenging. What strength could I have leaned on more?” or “What can I learn from this experience for next time?” Self-compassion allows you to learn from the full spectrum of your experiences without the baggage of shame or burnout. It’s the safety net that makes honest reflection possible, ensuring that your journey of growth is sustainable and, most importantly, kind.

And then. give yourself a little reward for having the courage to engage in honest but self-compassionate reflective practice.

If you would like to explore ways that we can help you to build reflective practice or with any other of our PosWork programs for your workplace, please call us on 0438 533 311 or email info@poswork.com.au.

For years, organisations have tackled psychosocial hazards like stress, burnout, and poor workplace culture using a traditional risk management model. It’s a familiar process: identify the problem, assess the risk, and implement a control. While well-intentioned and often required by regulators, this “find-and-fix” approach can feel like a compliance-driven game of whack-a-mole. It focuses entirely on what’s wrong, often creating a culture of blame-avoidance rather than genuine wellbeing.

That’s why we went looking for better ways to help organisations and people build psychologically and psychosocially safe workplaces.

We asked: “What if we flipped the script? What if, instead of hunting for hazards, we started searching for what gives our workplace life?” Here is what we came up with.

It is the power of combining Appreciative Inquiry (AI) with the PERMAH model of wellbeing. It’s a proactive, human-centric approach that doesn’t just prevent harm – it actively cultivates a thriving work environment.

The Old Model vs. The New Mindset

The traditional risk management model is inherently deficit-based. It asks questions like:

• “What’s causing stress?”
• “Why is communication failing?”
• “How do we stop bullying?”

This line of questioning puts teams on the defensive and focuses energy on problems.

In contrast, Appreciative Inquiry is a strengths-based methodology. It operates on the simple premise that organisations move in the direction of the questions they ask. AI seeks to understand and amplify the “positive core”—the best of what is and what has been.

This is where the PERMAH model provides the perfect framework. Based on the ground breaking wellbeing theory of Professor Martin Seligman, it sets out six core pillars of flourishing:

• Positive Emotion : Experiencing joy, hope, and optimism.
• Engagement : Being fully absorbed and in “flow” with your work.
• Relationships : Having strong, supportive connections with others.
• Meaning: Feeling connected to a purpose greater than oneself.
• Accomplishment: A sense of achievement and mastery.
• Health: Physical wellbeing through sleep, nutrition, and movement.

How the Partnership Works in Practice

Instead of using a checklist to find deficits, you use AI to explore moments of peak performance through the lens of PERMAH. The questions change dramatically:

This process doesn’t ignore problems. Instead, it uncovers the root causes of success and wellbeing. By discovering what works, teams can consciously design and create more of those conditions, embedding them into their culture. You identify the ingredients of a great day at work and find ways to make them happen more often.

Why This Approach Is More Effective

There are a host of reasons why adopting a strengths-based approach produces better outcomes because it:

1. Builds Psychological Safety: Focusing on strengths and successes creates a safe environment for open dialogue. People are more willing to contribute when the goal is to build on positives rather than assign blame for negatives.
2. Generates Ownership & Energy: AI is a deeply collaborative process. It invites everyone to co-create a better workplace, leading to greater buy-in and a genuine desire to implement change. The process itself is energising and builds morale because people are part of it.
3. Creates Proactive & Lasting Change: A traditional model reacts to problems. This approach proactively builds the foundations of a positive culture. A workplace rich in PERMAH is naturally more resilient to psychosocial hazards. It’s the difference between constantly patching a leaky boat and building a stronger, more buoyant one from the start.

By shifting from a deficit-based mindset to one of appreciation and potential, we move beyond mere compliance. We start building workplaces where people don’t just survive—they truly thrive.

If you would like to explore how we can help you to change the game in your workplace with your own BETTER Workplace Team or with any other of our PosWork programs for your workplace, please call us on 0438 533 311 or email info@poswork.com.au.

Leadership isn’t just about strategy, execution, and results. At its best, it’s also about inspiration. When leaders tap into creativity, they not only solve problems in fresh ways—they also spark curiosity, energy, and deeper engagement from their teams.

Creativity in leadership is powerful because it:

• Builds trust and openness – Creative leaders are seen as adaptable and approachable, encouraging others to contribute new ideas.

• Boosts motivation – People feel more invested when they know their contributions can shape outcomes.

• Drives innovation – Creativity helps teams find unique solutions rather than recycling old approaches.

• Fosters resilience – In uncertain times, creativity gives teams the flexibility to pivot and adapt.

In short, creativity makes leadership more human, dynamic, and engaging. It transforms the workplace from a routine environment into a space where people feel free to imagine and contribute.

HOW TO ADD CREATIVITY TO YOUR LEADERSHIP PRACTICE

So, how can leaders bring more creativity into their style of leadership? Here are six practical ways:

1. ASK “WHAT IF?” QUESTIONS

Instead of sticking to yes/no or black-and-white problem solving, ask open-ended questions. “What if we tried this?” or “What’s another way to look at this challenge?” sparks innovation and invites input from the whole team.

2. ENCOURAGE EXPERIMENTATION

A creative leader creates safe spaces for trial and error. Allowing small experiments reduces fear of failure and builds confidence in thinking outside the box. Even ideas that don’t work can lead to unexpected breakthroughs.

3. USE STORYTELLING

Facts inform, but stories inspire. Creative leaders use stories to connect ideas, share vision, and make complex concepts relatable. This approach engages both hearts and minds, helping people see themselves in the bigger picture.

4. BLEND PERSPECTIVES

Diverse voices are fuel for creativity. Seek out insights from across roles, departments, and backgrounds. By drawing from different perspectives, leaders generate richer ideas and show they value contributions from every corner of the organisation.

5. MODEL PLAYFULNESS AND CURIOSITY

Creativity thrives in environments where curiosity is encouraged. Leaders who show a sense of play, ask genuine questions, and demonstrate curiosity signal to others that it’s okay to think differently and push boundaries.

6. CELEBRATE CREATIVE CONTRIBUTIONS

Recognize not just outcomes, but also the creativity behind them. Celebrate bold ideas, unique approaches, and innovative problem-solving efforts. When people see their creativity being valued, they are more motivated to keep contributing.

FINAL THOUGHTS

Leadership that embraces creativity is leadership that engages. By encouraging experimentation, storytelling, curiosity, and diverse input, leaders cultivate a culture where innovation feels natural—and where people are excited to be part of the journey.

If you would like to explore ways that we can help you to build resilience practice or with any other of our PosWork programs for your workplace, please call us on 0438 533 311 or email info@poswork.com.au.

One of the key findings from the aggregated research on workplace wellbeing that The Australian Human Resources Institute in conjunction with the Michelle McQuaid Group and others undertook from 2018 to 2023 was that there was a significant downturn in resilience in Australian workplaces. So how do you tackle that in your workplace?

There are lots of wonderful positive psychology-based tools that are freely available for us to use in our efforts to improve wellbeing in work and otherwise in life.

While each of these can be highly effective tools in their own right, sometimes you get an even more powerful result from using them in partnership.

In that context, Angela Duckworth’s Grit Theory and BJ Fogg’s Tiny Habits provide a really powerful combination as a “recipe for resilience”. By merging the passion and perseverance of grit with the incremental power of tiny habits, we can forge a path towards lasting resilience through positive thinking and consistent, small victories.

Understanding Grit, Passion and Perseverance

Angela Duckworth, in her groundbreaking research, defines grit as the tendency to sustain interest in and effort toward very long-term goals. It’s not just about talent or intelligence; it’s about having an enduring commitment to your passions and pushing through obstacles. Gritty individuals view setbacks not as failures, but as opportunities to learn and adapt. This inherent optimism fuels their ability to persevere.

The core components of grit are:

• Passion: Having a deep, sustained interest in a particular area. It’s what keeps you engaged even when things get tough.
• Perseverance: The ability to keep working hard and stay committed to your goals, despite challenges, failures, and plateaus.

Duckworth emphasizes that grit can be developed. It’s a muscle that strengthens with consistent exercise. But how do we consistently exercise it, especially when facing daunting challenges? This is where BJ Fogg’s Tiny Habits come into play.

The Power of Tiny Habits: Incremental Wins

BJ Fogg, a Stanford University researcher, revolutionized our understanding of behavior change with his Tiny Habits method. Fogg argues that to create lasting change, we shouldn’t aim for monumental shifts. Instead, we should start with behaviors so small and easy that they’re almost impossible to resist.

The Tiny Habits method follows a simple formula: Anchor + Tiny Behavior + Celebration = Habit.

• Anchor: An existing routine or event in your day (e.g., brushing your teeth, finishing a meeting).
• Tiny Behavior: The new little behavioural change that you want to cultivate (e.g., after brushing your teeth, do one push-up).
• Celebration: A quick, genuine feeling of success (e.g., “Yes!”, a fist pump, a smile) or a reward. This positive reinforcement wires the behavior into your brain.

The magic of Tiny Habits lies in these incremental wins. Each successful repetition, no matter how small, builds momentum and commitment. It’s a continuous feedback loop that fosters positive thinking by proving to yourself, repeatedly, that you are capable of achieving your goals.

Building Resilience: A Synergistic Approach

Now, let’s weave these two powerful theories together to build resilience.

1. Identify Your Passion (Grit): Start by clarifying your long-term goals and the passions that drive you. What truly excites you? What do you want to achieve that requires sustained effort? This forms the bedrock of your gritty pursuit.
2. Break Down Goals into Tiny Behaviors (Tiny Habits): Once your long-term vision is clear, dissect it into the smallest possible, actionable steps. If your goal is to write a book, a tiny habit might be “After I finish my morning coffee, I will write one sentence.” If it’s to get fit, it could be “After I tie my shoelaces, I will do one squat.”
3. Attach to an Anchor and Celebrate (Tiny Habits): Consistently link your tiny behavior to an existing routine and always, always celebrate your success. This positive reinforcement, even for the smallest achievement, reinforces the behavior and builds positive thinking. You’re training your brain to associate effort with reward.
4. Embrace Incremental Wins for Perseverance (Grit & Tiny Habits): Each tiny behavior completed is an incremental win. These small victories accumulate, building self-confidence and demonstrating that progress is happening. This continuous stream of positive reinforcement strengthens your perseverance muscle. When setbacks occur (and they will), your history of small wins reminds you of your capability to keep going.

If you would like to explore ways that we can help you to build resilience practice or with any other of our PosWork programs for your workplace, please call us on 0438 533 311 or email info@poswork.com.au.

The character strength of self-regulation is one that plays a significant part in how people are seen as leaders and how they see themselves as leaders. Those who are adept at managing their emotions, thoughts, and behaviours in the face of challenges or stress are positive influences on others and people to whom others turn for guidance and support. That makes for better relationships, better stress management, better decision-making and better outcomes. 

Why Self-Regulation Is Crucial for Leaders

1. Managing emotions:

Humans are emotional beings and leading people can be emotionally challenging especially where there are different views that people hold or where changes are being introduced or difficult decisions need to be made. If a leader lacks the ability for self-regulation, that can translate into negative emotions such as such as anger or frustration which might not only cloud their judgment but also negatively impact on their effectiveness as leaders. By regulating their emotions, leaders can remain calm and objective, fostering confidence among their teams.

2. Building Trust and Respect:

Teams look to their leaders for guidance and stability. They want leaders who they are confident to seek guidance from ie leaders who have their trust and respect. They want to know that their leader will be honest with them, genuinely listen to them and respond fairly and respectfully to them regardless of the issues in question. They also want to see the human in the leader through the emotions that the leader expresses; it isn’t about not expressing emotions – it is about how they are expressed and what you do with them that matters (ie how you regulate them). Leaders who consistently show the right balance with these attributes are perceived as trustworthy and are more effective in managing challenges for teams and individuals. In contrast, erratic or unpredictable behaviours can create uncertainty and lower morale, especially where no constructive action plan flows from recognition of the emotions surrounding the issue in question.

3. Enhances Decision-Making:

Self-regulated leaders approach challenges with a clear and focused mind, enabling them to make thoughtful decisions. They avoid being swayed by temporary emotions or pressures, ensuring decisions are aligned with long-term goals. However, self-regulation is also about applying good practice in inclusion of people through effective consultation processes to ensure people feel like they have a voice and can buy into the decision, even if it isn’t their preferred one. 

4. Promotes Healthy Team Dynamics:

You will have heard the words “Talk the talk!” and “Walk the walk!” Leaders who model self-regulation and live organisational values every day set the tone for the organisation. Their abilities to remain composed in stressful situations and to lead others through them effectively encourages others to do the same, reducing conflict and fostering a collaborative environment.

5. Improves Personal Well-Being:

Self-regulation isn’t just about managing outward behavior; it also helps leaders maintain their own mental and emotional health. By effectively managing stress, leaders can avoid burnout and perform at their best.

Ways Leaders Can Build Self-Regulation

1. Practice Mindfulness:

Mindfulness is a powerful tool for developing self-regulation. By focusing on the present moment and observing thoughts and emotions without judgment, leaders can build greater self-awareness and emotional control. Regular practices such as meditation or deep breathing exercises can help cultivate mindfulness.

2. Develop Emotional Intelligence:

Emotional intelligence (EI) is closely tied to self-regulation. Leaders can enhance EI by actively working on empathy, self-awareness, and social skills. Understanding their own emotional triggers and learning to manage them is a key step in strengthening self-regulation.

3. Set Clear Personal Boundaries:

Establishing boundaries around work and personal time can help leaders manage stress and avoid emotional overwhelm. When leaders prioritize self-care, they are better equipped to regulate their emotions and maintain balance.

4. Seek Feedback:

Constructive feedback from peers, mentors, or team members can provide valuable insights into areas where self-regulation can be improved. Being open to feedback demonstrates humility and a commitment to growth.

5. Practice Delayed Response:

In emotionally charged situations, leaders should pause before responding. Taking a few moments to reflect allows them to consider their words and actions carefully, reducing the likelihood of impulsive reactions.

6. Engage in Physical Activity:

Exercise is an effective way to reduce stress and improve mood. Leaders who maintain a regular fitness routine often find it easier to manage their emotions and remain composed in high-pressure situations.

7. Learn Stress Management Techniques:

Techniques such as journaling, time management, or engaging in hobbies can help leaders manage stress proactively. Finding activities that bring joy and relaxation is critical to maintaining emotional equilibrium.

Conclusion

Self-regulation is a vital skill for leaders who aspire to inspire trust, navigate challenges, and foster healthy team dynamics. By cultivating mindfulness, building emotional intelligence, and adopting stress management techniques, leaders can enhance their ability to stay composed and make thoughtful decisions. In doing so, they not only strengthen their own leadership capabilities but also create a positive and resilient organizational culture. Self-regulation is not just a leadership skill—it’s a leadership superpower.

If you would like to explore the ways that we might be able to help you to make yours a great workplace, please call us on 0438 533 311 or email info@poswork.com.au.

 There are lots of surveys and studies that are reporting very high levels of burnout among workers and most especially among leaders. Are people really overwhelmed or are they just stressed, perhaps a bit more than normally but really just stressed?   

The brilliant Brene Brown helps us to make the distinction in a meaningful way with her insightful article based on her celebrated book “Atlas of the Heart”. Here is the article: “Stressed and overwhelmed: 10 learnings that changed how I think about emotions.”

She uses a definition of overwhelm from Jon Kabat-Zinn, an American professor emeritus of medicine and mindfulness expert:

“Overwhelm is the all-too-common feeling that our lives are somehow unfolding faster than the human nervous system and psyche are able to manage well.”

We all have those struggles where our present moment is one in which we feel a bit overwhelmed. So what should we do when that happens. Here is what Brene says:

“Now, I’ve trained myself to couple the terms “overwhelm” and “do-nothing.” When I am actually feeling overwhelmed, I say, “I’m overwhelmed, and I need 10–15 minutes of non-doing.” I normally walk the parking lot at work or go outside at home.”

I have been doing that for years but never thought of it as “do-nothing time” – I go out into the garden or I go for a walk to the shops to get some groceries or I have a few swings with a golf club or I put a bit of music on and tune into it or I go and get myself a drink of water or coffee………” So, for me, “do nothing time” presents in lots of different ways.

What do you do for your “do nothing time”?

Why is it important for us to be able to name what we are feeling and take a break to rebalance?

As the article says, there is a growing body of research that tells us that, when we are overwhelmed, we don’t make good decisions. Additionally, as Renee says: “If I had the wherewithal to figure out what comes next and how we need to approach all of this, I wouldn’t be walking around in circles crying and talking to myself.”

So the next time you see one of your people appear frustrated or cross and they get up and go for a walk, maybe they are just taking necessary “do nothing time”. 

Perhaps you could share this blog (and Brene’s article) with your team and have a conversation about when people feel overwhelmed and what they do to get relief from that ie what does their “do nothing time” look like?

That will help to normalise “do nothing time” as a necessary part of managing our mental health at work.

If you would like to explore the ways that we might be able to help you to make yours a great workplace, please call us on 0438 533 311 or email info@poswork.com.au.

Do you recall that old saying: “A bird in the hand is worth two in the bush”? Are you having any difficulties retaining good people? Are you spending a lot of time and money on finding replacements? Perhaps you need to spend a bit more time and attention on the talent that you already have in your backyard – give them a reason to want to stay – it is much less expensive than having to replace them.

There have been 3 times in my career when, upon being advised of my resignation, my manager asked me: “Why are you leaving? We have great plans for you!”. My response in each case was: “Sorry but you forgot to tell me about them.”

I recently wrote about the SEEK’s Inaugural Australian Workplace Happiness Index Survey – see the blog here.

It found that the top three causal factors affecting Australian workers’ happiness were “purpose” and “their manager” and “day to day activities”.

New research undertaken by Gallup and Workhuman evaluated the relationship between recognition and turnover by tracking the career paths of nearly 3,500 employees from 2022 to 2024. They found that “well-recognised employees are 45% more likely to have changed organisations two years later”. Would that be true in your organisation?

The five pillars of “strategic recognition”

Through the research, Gallup and Workhuman identified 5 essential pillars of what they call “strategic recognition”. These are:

1. Fulfilling employees’ recognition expectations (the amount you receive makes sense)
2. Authentic (it isn’t just a checklist thing)
3. Personalised (one size doesn’t fit all)
4. Equitable (it’s given fairly without playing favourites)
5. Embedded in an organisation’s culture (its integrated into the day to day)

They claim that recognition practices that meet only one of these pillars delivers 2.9 times the level of employee engagement that no pillars would deliver and that, if 4 or 5 pillars are in play, the engagement level can be as high as 90%.

Inadequate reward and recognition is a prescribed psychosocial hazard

With the advent of the positive duty to eliminate or control psychosocial hazards, your reward and recognition practices are in the spotlight from compliance and risk management perspectives. That adds another layer to this question of why proper recognition of employees is important, doesn’t it?

The Model code for managing psychosocial hazards at work published by Safe Work Australia in 2022 describes “inadequate reward and recognition as:

• Jobs with low positive feedback or imbalances between effort and recognition.
• High level of unconstructive negative feedback from managers or customers.
• Low skills development opportunity or underused skills. 

The code and most of the research is focused on the feedback that people get in relation to the work that they perform and recognition of their skills and work contributions.

But is that all that there is to reward and recognition? I think it represents just the tip of the iceberg

Do you have the right approach?

When an employee comes to work with your organisation, they bring with them a lifetime of experiences, learnings and talents and their own cocktail of personal circumstances, needs and beliefs. That is simply because we are all human and all have our own individual journeys.

Most workplace’s formal reward and recognition programs don’t consider that – they just focus on technical job performance – ie the outputs. There are commonly  standard processes that people go through periodically without variation or recognition of diversity and often with subjective scoring systems that have little (if any) allowance for contextualisation to an employee’s particular circumstances.

As Gallup and Workhuman’s third essential pillar states “one size doesn’t fit all” yet most reward and recognition systems in our workplaces are “one size fits all”.

The fifth pillar is about it being integrated into the day to day. Performance reviews are just processes that happen periodically whereas the reality is that our emotional receptors are active all of the time and there are so many different ways in which we feel recognition for good or bad in our interactions with others every minute of every hour in every day.

Gallup has long advocated continuous coaching as the ideal model for employee engagement and high performance.

The “Engage for success” model of employee engagement from the UK similarly incorporates continuous coaching with weekly catchups as a key component of the “Engaging Management” pillar in that framework.

We agree and, what’s more, we think that is just the start.

My epiphany

One of the greatest learnings in my life was the incredible impact that a positive, personalised and multi-faceted approach to performance and development had on the development and wellbeing of one of my children.

The Big Picture Education program practised at Croydon Community School in Melbourne’s outer-east delivers curriculum through the lens of a child’s passions with learning aligned to the individual child’s strengths and capacities and life situation. It recognises the whole of the student – not just their ability to do the work set under the year’s curriculum. It helps children to find their true selves, get comfortable in their own skin and build confidence in using the personal assets they have ie to be themselves authentically. It should be in every Australian school.

That was one of the key inspirations for me to learn more about positive psychology and develop our whole suite of PosWork programs.

Our approach to recognition

It is embodied in our EngageMentality coaching model in a few ways.

Firstly, I identified the key components that make up an employment experience and set these as the lenses through which we address individual performance, development and recognition. These 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)?

Conclusion

Recognition involves a lot more than just giving people occasional performance feedback as I have set out above.

It is essential that we recognise all of the individual and contextualise the way we do stuff to who they are.

We also need to ensure that day to day behaviours are consistent so that people feel safe to be themselves and can flourish by design.

If you would like to explore the ways that we might be able to help you to make yours a great workplace, please call us on 0438 533 311 or email info@poswork.com.au.