10
Star Interview
How Twitter's HRD is helping to develop leaders
Anne Kiely, HR Director for EMEA at Twitter, spoke exclusively to myGrapevine magazine about her role in the social media giant’s commitment to developing new leaders...
HR Grapevine
9
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Leading in a ‘VUCA’ world, mental health support & middle management
In this month’s myGrapevine magazine leadership roundup, we look at whether employee mental health is being supported – and how leaders can step it up. We also dive into the role of middle management – exploring three top reasons why every business needs them – and take a look at how to be an effective leader in a business landscape that is constantly changing...
3 reasons why business
needs good middle managers
3 reasons why business
needs good middle managers
Middle managers don’t have an easy task. They are often not viewed by employees lower down the ranks as ‘one of them’, nor are they seen as ‘senior enough’ to the senior leadership team. Yet, with many business challenges past and present, it is possible that the role of the manager is even more important. Below are three reasons why they are essential, as compiled by Grapevine Leaders.
Firstly, middle managers can help to improve morale. Acting as the buffer between senior leadership and the workforce, it’s the job of a middle manager to maintain a good rapport with both groups. Often, workers rely on middle managers to represent them and their interests to those at the top, while the leadership team often needs middle managers to deliver reasons behind some difficult decisions.
Secondly, middle managers can be real change-makers. While ideas and strategy may come from those at the top, it is the job of middle managers to explain the changes and implement them on a day-to-day-basis. They are also in a good position to do this, as they can see how the change affects the running’s of the business.
Thirdly, middle managers are crucial to the company’s culture. They are usually very involved in things such as recruitment and are often a daily point of contact for employees too. Therefore, it is an important role for making sure that staff and new talent all align with the firm’s overarching culture and goals.
Are you doing enough to support your employees’ mental health?
Nuffield Health’s 'Healthier Nation Index 2022' has revealed that 37% of survey respondents said that their mental health had worsened in the last year, with a further 33% stating that they had not been offered any mental health support in the workplace.
It seems that the pandemic is still having a detrimental impact on employee mental health. In fact, the CIPD’s 'Health and Wellbeing Report 2022' found that two-thirds of HR professionals are concerned about the pandemic on mental health, with almost one-quarter stating that Covid-19 anxiety is one of the top three causes of mental health stress in their organisation.
The recent cost-of-living crisis, pressure over jobs and the future appears to be putting “huge pressure” on those with mental health problems, Vicky Nash, Head of Policy and Campaigns at Mind told the Independent.
With the above data in mind, employers and business leaders should be thinking about how they can support staff with their mental health. Not only is this the right thing to do morally, but it makes business sense too. So, how can leaders go about this?
Creating a regular check-in system with staff, and encouraging them to speak up if they need help, is key. This is according to the authors of a Qualtrics and SAP study into workplace mental health. Co-authors Kelly Greenwood and Natasha Krol suggested checking in “more than you need to”.
Additionally, they recommended making sure that staff are aware of any mental health resources that are available and are encouraged to use them. Ensuring that policies and practices are kind to employee mental health – such as framing performance reviews as an opportunity for positive and compassionate feedback – will also help contribute to a positive and supportive atmosphere.
Are you doing enough to support your employees’ mental health?
Nuffield Health’s Healthier Nation Index 2022 has revealed that 37% of survey respondents said that their mental health had worsened in the last year, with a further 33% stating that they had not been offered any mental health support in the workplace.
It seems that the pandemic is still having a detrimental impact on employee mental health. In fact, the CIPD’s Health and Wellbeing Report 2022 found that two-thirds of HR professionals are concerned about the pandemic on mental health, with almost one-quarter stating that Covid-19 anxiety is one of the top three causes of mental health stress in their organisation. The recent cost-of-living crisis, pressure over jobs and the future appears to be putting “huge pressure” on those with mental health problems, Vicky Nash, Head of Policy and Campaigns at Mind told the Independent.
With the above data in mind, employers and business leaders should be thinking about how they can support staff with their mental health. Not only is this the right thing to do morally, but it makes business sense too. So, how can leaders go about this?
Creating a regular check-in system with staff, and encouraging them to speak up if they need help, is key. This is according to the authors of a Qualtrics and SAP study into workplace mental health. Co-authors Kelly Greenwood and Natasha Krol suggested checking in “more than you need to”.
Additionally, they recommended making sure that staff are aware of any mental health resources that are available and are encouraged to use them. Ensuring that policies and practices are kind to employee mental health – such as framing performance reviews as an opportunity for positive and compassionate feedback – will also help contribute to a positive and supportive atmosphere.
How to be a leader in a ‘VUCA’ world
How to be a leader in a ‘VUCA’ world
The business world is constantly facing new challenges. From things such as climate change, Brexit and talent-related struggles, the cost-of-doing-business crisis, to the war in Ukraine, there have been many things for today’s wave of leaders to grapple with.
Within this uncertain and changeable landscape, Thom Dennis, CEO at Serenity Leadership, outlined the qualities that are needed to be a leader in today’s ‘VUCA’ world in an exclusive article for Grapevine Leaders. ‘VUCA’ stands for ‘Volatile, Uncertain, Complex and Ambiguous’. Two of these qualities have been summarised below.
The first is around being able to convert anxiety into energy. Dennis wrote: “This means establishing what anxieties there are within the business and addressing them on a one-to-one basis or as a group. Feeling isolated or unheard, or dealing with a lack of clarity creates anxiety. Leaders who are transparent share a common goal and know that developing good team spirit can move this anxiety to energy...”
The second is around flexibility and agility – two attributes that Dennis said “almost go without saying”. He wrote: “In a fast-changing world, good leaders more than ever need to learn quickly, have an ability to adapt and not be afraid of the challenges associated with moving situations. Rigidity is likely to affect the bottom line and the company culture, and can mean missed opportunities.”
While these are just two of Dennis’ top tips, they can help leaders start to navigate this uncertain and changeable business landscape.
© 1979-2023 Executive Grapevine International Ltd
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