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Full Description
The book will support you to think about the legacy of your leadership style and to make behavioural changes, which will help to build
a more engaged and effective workforce who you know are well. Employers, leaders and managers have a duty of care to their staff to ensure they are sufficiently well to carry
out the roles they are employed to do. Is that duty of care demonstrated in your team or organisation? Are
your workforce well and effective in everything they do? Whether you're an employer, an experienced or new
Line Manager, or are learning about business, staff and line management this book will be a valuable guide to
the consistent practices required to manage staff performance, behaviour and attendance to build an engaged,
effective and thriving workforce.
This book will help you to develop and maintain a culture of workforce wellbeing, where staff members are
recognised for the great work they do and supported to make improvements as required in order to build the
strength and resilience of your team and organisation.
The book covers:
• Identifying a problem.
• Managing a difficult conversation.
• Influencing change.
• Agreeing a way forward.
• Monitoring progress.
• Managing team diversity.
Contents
Introduction 11
Chapter 1 11
Workforce Wellbeing - Why Does It Matter? 11
Organisational Strength and Resilience 11
Employer Responsibility 13
Psychological Safety 16
Chapter 2 - 21
Workforce Wellbeing -
What Does It Look Like? 21
Engaged Staff 21
Disengaged Staff 26
The Cycle of Decline 28
Chapter 3 33
Developing a Culture of Wellbeing 33
Setting Expectations 33
Is It Running You or Are You Running It? 36
Limiting Beliefs 37
Role Model Behaviours 40
Two-Way Communication 43
Newsletters and Blogs 44
Feedback 45
Chapter 4 47
Maintaining a Culture of Wellbeing 47
Leadership 47
Are you utilising their skills effectively? 48
Staff Engagement 48
Health and Wellbeing Initiatives 51
Chapter 5 55
Identifying a Problem 55
Karpman's Drama Triangle 58
Facilitating a Conversation 60
Constructing Feedback 63
Effective Listening 64
They are not you 65
Chapter 6 67
Difficult Conversations - Part One 67
Environment is Key 67
Assertive Communication - Verbal 72
Assertive Communication -
Body Language and Tone 80
Chapter 7 85
Influencing Change 85
Scenario 85
Influence and Persuasion 87
Communication Styles -
Directive Vs Non-Directive Communication 92
Persuasive reasoning 95
Communicating with Influence 95
Chapter 8 97
Difficult Conversations - Part Two 97
Taking Responsibility - You and Them 97
Signposting to Support 103
Monitoring Progress 104
Chapter 9 111
Agreeing a Way Forward 111
The Answers are With Them 111
Coaching Techniques 116
Active listening 117
Open Questions 120
Empathy and Rapport 123
Defining Expectations 129
Policies and Support 130
Chapter 10 133
Personality Type Can Make a Difference 133
Thinking and Feeling 139
Managing a Staff Member with a Preference
for Extroversion 141
Managing a Staff Member with a Preference
for Introversion 144
Chapter 11 149
Managing Diverse Teams 149
Gender 149
Age 153
Reasonable Adjustments 156
Chapter 12 159
Performance Management 159
Defining Goals and Objectives 160
Training and Development 165
Challenging Under-performance Effectively 167
Chapter 13 171
Strength and Resilience 171
Personal Resilience 171
A Good Energy Day 174
Team Resilience 175
Organisational Resilience 177
Chapter 14 181
Your Leadership Legacy 181
Your Values and Beliefs 181
Demonstrating Role Model Behaviours 183
Engagement and Communication 185
Chapter 15 189
Is Your Workforce Well? 189
Facilitating Conversations 190
Recognition and Reward 191
Celebrating Your Successes 192
Appendix A - 194
Suggestions for Health and Wellbeing Initiatives 194
Appendix B - Coaching Techniques
The TGROW Model 200
Challenging Questions 201
Psychological Approaches 202
Maslow's Hierarchy of Needs 203
