It's Men's Health Week from the 15th-21st of June. The focus is on Men and Families - Working Together for Men's Health, find out more on the official website.

At Newport & Wildman, we often hear from men that they feel pressure to be seen as invulnerable, stoic, and fearless. This can lead to unrealistic expectations that as a man you should be able to cope no matter what, and "get on with it". Emotions become synonymous with weakness and powerlessness. Men may also dismiss their feelings as unimportant and worry about burdening other people with their concerns.

Men experience emotions just as much as women do, however, the pressure not to show emotion or vulnerability means that emotions will build-up and result in what appear to be random and unexpected behaviour. Reluctance to talk about or acknowledge emotion can manifest in all sorts of unhelpful ways including:

• Excessive alcohol use
• Addiction to gambling or betting
• Ending relationships prematurely
• Resigning suddenly from their job
• Stopping activities of interest e.g. sports
• Neglecting friends and family
• Working longer hours
• Communication only via emails or text messages
• Aggression or violence
• Excessive time watching fantasy films, or gaming

What can Newport & Wildman do to help?

We can provide a comfortable and private space to talk where there isn’t pressure to bottle things up. A person who is experienced in understanding human emotion and behaviour can listen without judgment and without consequence. We can even offer tips or strategies if that’s what is wanted or needed.

EAP sessions are free and confidential. You choose how much you want to say and what you want to focus on in the sessions.

How to arrange an EAP session

All that you need to do is contact us on 1800 650 204 and our Client Services Team will book you in for an appointment with one of our clinicians.

During this unprecedented time, it is important to check-in on those around you. But what does that actually mean and what does it look like when we do “check-in?” Here are some strategies to help you to have these all-important conversations:

A quick message - A simple approach to this is if someone has crossed your mind and there has not been any interaction in some way recently, send them a text (or ring) and say I am thinking about you and I hope you are going well. Also, take an hour out of your week (on a designated evening every week) and check that you have contacted friends and go through all personal communication platforms ensure that you haven’t forgotten to get back to people who have taken the time to reach out to you. Phone calls tend to take more time but some people who dislike texts are better on the phone.

Listening - when ringing someone or meeting for coffee, sometimes they need to vent or just talk through what is going on. Sometimes we really just need to name and verbalize how we are feeling or what we are experiencing. They might not be asking for anything but for you to listen. They may not want advice. If you feel time-pressured, just be honest that you have a little time and you can listen if that is helpful. It’s also ok to say upfront “I have to get back to work soon/pick up the kids/errands to do but I have ten minutes free if you just need me to listen and want to get it off your chest.” Sometimes acknowledging something positive or saying thank you for something they have done, can have an impact on their wellbeing. 

Giving advice - it’s best to ask directly them if they want advice, and then to be clear about why you feel qualified or not qualified to give it and what your limits are. Almost no one wants unsolicited advice, and almost no one wants someone else to act like they can “fix” or “solve” us easily. Don’t give advice without ) knowing if they want it, ii) knowing the limits of your ability to advise, and iii) being prepared and accepting for them to say they’ve already tried that, it isn’t appropriate/relevant to their need, or there are reasons they just aren’t going to do what you are suggesting. Don’t argue. Trust them that they know what is useful for them.

Practical support - if you know they have limited access to things they need or they are unable to do tasks (and you are both willing and able to do those things) offer it. Something like “Hey, I’m going to go and walk/ride/run and just sit by the lake later and wondered if you’d like to come? It’s ok if you do or don’t want to talk, bring a book if you prefer” might take more effort, so only offer them anything that you reasonably can.

Suggesting support -

as you can see, the theme here is that we are trying to illustrate that support is simple; and a check-in can be small. However, we need to acknowledge that there will be times when you check-in and the other person is at the point where they do need more intense, professional support. These are ways of reminding them of very real resources (such as an EAP) that they already have access to and can make use of, but in the moment of spiralling mental illness or crisis, they may not be able to think of those things. It may mean saying “It sounds like you should be seen in person about that, do you know the number of our EAP?” Sometimes we are self-conscious and talk ourselves out assisting the other person for fear of “making a big deal” or worrying someone unnecessarily” or “not being qualified”. You are qualified because you care. But it is ok to say that you are uncomfortable, afraid for them, concerned, etc. and that you feel in over your head but want to help them connect with a professional who really can help. Notice that all of this is still about giving them the right to accept or reject the offered help.

Finally, for yourself find new and interesting ways to find connection in your life and activities that bring you joy. This statement is much harder than it sounds. This could mean that you need to find the time to go for a run/cook a full meal/tune into an online course or show up for your friends organised trivia night (via Zoom). This requires planning, effort, time management and focus. However, we do know that connection is key.

For more information or to arrange an appointment to speak with someone who is trained to help, please call us on 1800 650 204. 

Newport & Wildman is proudly part of AccessEAP. This month we have a message from Sally Kirkright, CEO, AccessEAP.

Checking in and having important conversations with those around you.

Check-in and stay connected. We hear this so often in social media posts, news reports and written articles around keeping up our connections. But what does that actually mean and what does it look like when we do “check-in?”

This is incredibly personal and in fact, reflecting on what you have done in the past will be useful in building your approach to this. This doesn’t mean that you run down your entire contact list weekly and check-in with everyone with a stock standard message. It also doesn’t mean you are without boundaries around how much you can give and what you are able to offer.

My own approach to this is if someone crosses my mind and we haven’t interacted recently, I contact them and enquire about their wellbeing. I also take an hour out of my week and check that I go through my personal emails/messenger and texts to ensure that I haven’t forgotten to get back to people who have taken the time to reach out to me.

For most of us (if we are very lucky) we have a small group of people whom we trust and know we can contact. Being able to ask for help is probably the most vulnerable thing that we can do and although it feels counterintuitive – it helps to build our connections.

At AccessEAP and Newport & Wildman, we hear that people feel disconnected and would like to have more human interactions, especially during this time of working remotely where there are fewer incidental interactions. There are those of us who feel that we give all of our energy away and there is not a lot given back. Perhaps we don’t give because we fear rejection or that we may be judged or we don’t think it’s worth reaching out to the people we work with, live with and love. Our challenge to you is to show up for these people – because in a pandemic we need you (and everyone else) more than ever.

So, I can hear you asking how do you do this? The short answer is to contact someone that you care about. You could start with someone who will boost your confidence and success rate and ask “how are you?”, then wait for the answer. If they respond with “fine” or “I’m ok”, ask some more questions. People respond if they hear a genuine interest. The act of giving someone a few minutes in your day to ask how they are can strengthen connection. The backlash here is that we sometimes feel that we have to be their counsellor and this is untrue. We encourage you to listen and suggest that they use our services (if needed) because we have professional staff that can assist and support them. Reach out to someone you work with, someone you haven't spoken to, and say hello today. The number is not important. If no one comes to mind, stop by your neighbour’s door and enquire about how they are going with pandemic measures. Click here for some more suggested strategies.

Finally, do focus on you and look to find ways to connect with others and complete thriving activities. This statement is much harder to complete. But looking back on this pandemic we can say to ourselves that we made the effort to reach out to those around us.

For more information and tips on checking in on those around you, see our article here.

Sally Kirkright, AccessEAP CEO

Our National Clinical and Organisational Development teams are creating a growing resource bank of tools for you and your people, including COVID-19 webinars.

We have released a new webinar for you on Coping with COVID-19. This webinar has been uploaded and is available for you to view right now. Click the below link and register your name and work email address to view the webinar. 

Please note that this webinar has been provided to Newport & Wildman on behalf of our parent company AccessEAP. The Coping with COVID-19 webinar does display AccessEAP contact details, so please use the Newport & Wildman phone number if you would like to contact us- 1800 650 204.

For more COVID-19 support resources, visit the Employer and Employee Login areas of our website.

One of the most challenging parts of this pandemic for us at Newport & Wildman and AccessEAP has been creating a sense of connection through technology. Whether it is connecting with our customers, clients or each other, each relationship and interaction is significant to us. For more information on connection through COVID-19 see AccessEAP CEO, Sally Kirkright's Feature Article on Connection.  

One connection aspect that has changed for a lot of people is their work environments. For many, that means working from home and having to navigate team dynamics from a distance. Whether your team dynamics have changed or not, see our tips below to help you re-establish your team's goals and objectives and to help you come together with a shared purpose to get through this pandemic. 

1. Review Objectives and Goals

Successful teams have clear objectives that all team members are aware of and working toward. There is a clear vision and shared values. Team members are committed to the goal and live the values.

2. Participation

Active participation is evident and encouraged by all team members. Team members focus on their areas of strength for the greater good of achieving the team outcomes. Effective teams want the team to succeed and place team success above individual recognition and reward. Everyone carries their weight.

3. Trust

Fundamental to effective team functioning is trust. This allows for an environment where people are willing to risk, and to make mistakes, thus pushing the team out of their comfort zone. Trust also enhances team co-operation as team members are not competing; they co-operate to achieve team goals.

4. Continuous improvement/learning

Team members in successful teams are open to learning new things and adapting old ways of doing things if a better way is highlighted.

5. Feedback

Linked to point 4., in order for continuous improvement, individuals are open to providing and receiving feedback about the work and the way the work is done. This feedback is never personal; it is always focused on work and improvement.

6. Interaction

Team members have some fun together and celebrate success. They build healthy work relationships with one another, which lends to contribution and freely sharing ideas.

7. Effectiveness review

Work and processes are constantly reviewed for what worked well and what could have been done more effectively and efficiently. These learnings are then applied in the future, thus review is for a purpose and makes a difference.

8. Clear expectations

Expectations around standards, time frames and behaviour, is explicit, not assumed.

9. Honest communication

Team members are willing to communicate in an honest way with one another about ideas, through feedback and review, sharing both the positive and negative. Successful teams usually house individuals who do have their team member's best interests at heart and genuinely share information and ideas and challenge when appropriate.

10. Transparency

Successful teams explain and understand WHY things are occurring. If for some reason they cannot share information they explain it to colleagues. There are no hidden agendas.

Alison Keleher, Director, Newport & Wildman

Newport & Wildman is proudly part of AccessEAP. This month we have a message from Sally Kirkright, CEO, AccessEAP.

Make sure connection is more than a COVID-19 buzz word

Change is inevitable. Expected changes are situations we adjust to, but it becomes harder when it is unexpected. During the pandemic, we have seen the impact across all aspects of our lives. One of the hardest challenges for myself personally, and for everyone at AccessEAP, has been creating a sense of connection through technology.

In the face of COVID-19, we are already seeing how we rapidly adapt to change when required. At AccessEAP, we strengthened our connection to our customers and their people, by transitioning to a new remote telephone system. In two weeks, I witnessed how people embraced the new system and worked to meet this changeover. For many of us, there was an adjustment, learning the skills of working from home, the usual technology challenges as well as missing that in-person support from colleagues and teammates. Having the shared purpose of supporting our customers helped us to achieve an amazing feat in a short amount of time.

Internally, the importance of ensuring that teams are connecting so they can continue to work well and productively is the current focus.  At AccessEAP, many of our teams have scheduled online video team meetings to start the day, which includes planning the day but also the important opportunity to interact with colleagues. Professor Martin Seligman, one of the founders of the positive psychology movement, notes that happy people have high levels of social connection. We are social beings, and if our work is shaped around the ways we interact with each other in our organisations, then maintaining peer connections electronically becomes a vital form of stability and motivation.

Given this, a high-performing team working virtually is more important than ever for productivity, for job satisfaction and a sense of balance outside of the workplace. How does one achieve that? The factors that hold high-performing teams together, particularly as they negotiate crises, include communication, working with a common purpose and shared goals through effective teamwork and creativity.  Team-members who bond share similar personality characteristics, including hope, curiosity, perseverance and gratitude.[1] [2]

This is not to say that group-thinking and high optimism make for great teams. Some conflict and manageable pressure can be creative and energising. Good leaders in a virtual world ensure that staff feel psychologically safe to share, to challenge and to work through issues. By inspiring their teams with their own sense of hope, energy and clear communication, and by pulling colleagues into their shared vision of purpose, it helps to work towards a stable and productive future [3]. Trusted leaders encourage a sense of control and of achievement and value. Leaders need to notice if people are not sharing or are lacking in energy and try to understand what is happening. Asking questions is a great place to start. 

As we adapt to rapid change; connection, stability and a common sense of purpose become the techniques to build resilience and help us to be supportive of each other. These can be protective factors in regards to mental health. 

Sally Kirkright, CEO AccessEAP

[1] Harzer C., Mubashar T., & Dubreuil P. (2017). Character strengths and strength-related person-job fit as predictors of work-related wellbeing, job performance, and workplace deviance. Wirtschaftspsychologie, 19(3), 23-38.  

[2] Heintz, S., & Ruch, W. (2019). Character strengths and job satisfaction: Differential relationships across occupational groups and adulthood. Applied Research in Quality of Life. http://doi.org/10.1007/s11482-018-9691-3

[3] https://www.forbes.com/sites/joefolkman/2016/04/13/are-you-on-the-team-from-hell-5-ways-to-create-a-high-performance-team/#1bff398e7ee2

Newport & Wildman is proudly part of AccessEAP. This month we have a message from Sally Kirkright, CEO, AccessEAP.

This month I’m writing about managing stress and building resilience. It’s been a stressful summer across Australia as the drought led to the worst bushfire season in memory. Then the rains that should have been so soothing caused floods in many areas. And no sooner did we accommodate that development, COVID-19 appeared.

Being resilient is the ability to bounce back after challenges. If you fail your driving test, you can lick your wounds and never get your license – or do more practise and try the test again. However, when one challenge after another appears, it’s harder to catch your breath and keep bouncing back. During this unprecedented time, we all find ourselves in, building resilience and trying to manage our stress levels can seem even more difficult than usual. As a manager or leader, you will be experiencing your own emotions as well as feeling responsible for your people or teams. As leaders, we are used to being in control and providing guidance and support to others, but we are also human. Remember that feeling anxious, fearful, stressed, angry and irritable are common and normal feelings during uncertain times.

Managing stress goes alongside resilience, and this is certainly a stressful time for many people. Stress can emerge in small, sneaky increments. When a challenge arises, you feel a rush as adrenalin hits your system: It increases blood pressure and heart rate as part of our fight-or-flight mechanism. Sometimes our day has so many challenges that we load up on adrenalin before we have the time to work the last dose from our body. When we stay at that elevated level, our body is working above capacity. Short term, that’s OK. If it goes on without reprieve, we get worn out, making it harder for that resilience ‘bounce back’ to arrive.

We feel stress, physically and emotionally. Knowing where your body holds it – tight neck, sinking feeling in your gut, heartburn, a sensation of pounding blood in your hear or chest – allows you to stop and see what’s happening. You or those around you might notice behavioural changes, like being snappy in a conversation that you would not normally worry about, or being abrupt towards someone you care for. Sleep disturbances, needing a drink after work, difficulty concentrating (or obsessing on bushfires, floods or viruses!) all indicate that we are stressed.

Use a STOP technique at a moment like that:

• STOP whatever you are doing
• TAKE a few slow breaths
• OBSERVE what you are thinking and feeling –remembering that thoughts and worries are not facts
• PROCEED. Feeling calmer? Go on with the task. Still tense? Get up and move, make a cup of tea, walk the dog, do the dishes. A five-minute break is really restorative!

Building resilience includes examining previous events or times where you faced something daunting at the time, but you got through it. Remind yourself that you can and will get through this. Building resilience also includes taking care of your mind and body, so exercise and mindfulness are important. Walking, running, yoga or gardening move your body, boosting natural endorphins. And setting time aside with a mindful activity can calm your mind. Being mindful means setting worries aside and enjoying one task in the moment, be it a long hot shower, watching comedy or your morning walk. These boost your serotonin, a mood-lifting brain chemical whose presence can carry you through later stresses. At AccessEAP & Newport & Wildman, we are engaging our minds and bodies through weekly Zoom Yoga sessions throughout our Active April Wellbeing Initiative.

Focus on the people around you, such as family, children, friends and colleagues. Keep in contact and stay connected through technology. The benefit of experiencing positive emotions is that we restore physically and emotionally from stressful events, including a quicker ‘cardiovascular recovery’. Doing a little of each of these each day builds your resilience reservoir!

It feels hard to justify taking a break when the pressure is on – but in reality, a stress short-circuit works in terms of productivity and is crucial for physical health, and our emotional stability, enabling us to lead our people.

Sally Kirkright, CEO AccessEAP

COVID-19 Resources

Our National Clinical and Organisational Development teams are creating a growing resource bank of tools for you and your people. This includes tools on how to support your people who may find themselves now working remotely due to social distancing requirements. It also includes tools to share with your people on how they can manage their own anxiety, support for parents and support for managing relationships. These resources can be accessed through the Employer and Employee Login Areas of our website.

See our 10 Tips for Building Resilience below.

For assistance or more information on our Stress Awareness and Building Resilience Webinars & Training, speak with Newport & Wildman today.

During this unprecedented and rapidly changing set of circumstances, we all find ourselves in, our National Clinical and Organisational Development teams are creating a growing resource bank of tools for you and your people. This includes tools on how to support your people who may find themselves now working remotely due to social distancing requirements. It also includes tools to share with your people on how they can manage their own anxiety, support for parents and support for managing relationships. These resources can be accessed through the Employer and Employee Login Areas of our website.

Access the Employer Login Area here

Access the Employee Login Area here

 For more information and updates, see our previous blog posts on this topic:

• Covid-19 Update - Support for your people 
• Covid-19 response and being prepared
• Coronavirus

If you have any further questions or would like to discuss specific requirements on how Newport & Wildman can assist your organisation and your people please contact your dedicated Relationship Director or the Manager Support Hotline. As always, as your EAP we are here to support your people whatever the nature of their concerns, please contact Newport & Wildman on 1800 650 204.

Newport & Wildman has continued to monitor the ongoing advice from the Commonwealth Department of Health and World Health Organisation to plan and manage responses to Covid-19. We are now experiencing the impact of infection here in Australia. We’ve had a number of people, our own included, ask for advice and support on how to manage individual, team and organisations in the current situation. As a result of these requests, we wanted to share examples of how we have approached this with our own people as it is an evolving situation we are all experiencing together, the scale of which we have not previously encountered. We believe it is important that we have a conversation and learn from each other.

Encompassing Newport & Wildman, AccessEAP has a Business Continuity Plan to ensure our ongoing operations and ability to support customers and their people during times of crisis. In addition to our Business Continuity Plan (BCP), AccessEAP has a Multiple Customer Support Plan. We have extended our BCP and created a specific Covid-19 plan based on the Commonwealth Government advice and risk levels. As a leadership team and organisation, these plans allow us to have clear, thoughtful discussions to manage how we can continue to provide support to our people and our customers. We’ve incorporated official WHO and Commonwealth Government advisory notes around general and personal hygiene strategies in our communication to our people. What we have learned in providing support to our own people is they need calm leaders focused on supporting them during what is an anxious time. We know from our experience that they can feel reassured when we communicate with them about how we are proactively managing risks to them and their wellbeing. We are putting their safety first.

We believe it is critical to remain abreast of current events, which we do by monitoring official government advisory releases and reputable news sources. We know from experience exposure to sensationalised, highly emotive media sources can directly impact the psychological health of individuals, and therefore their teams and organisations. This can be further compounded by exposure to social media, which does not always distribute correct information which can further exacerbate heightened feelings of anxiety and confusion. How have we addressed this with our own people? AccessEAP CEO Sally Kirkright has shared her own self-care strategy in an internal newsletter - selectively curate and choose what information to let in, reduce exposure to mainstream news coverage and focus efforts on supporting her own emotional resilience. We have encouraged conversations at work for our people to discuss how they are feeling and to reflect on and share their own strategies for managing their individual resilience, and through this to provide support to each other. We encourage you to have these discussions with your people.

If you have any further questions or would like to discuss specific requirements on how Newport & Wildman can assist your organisation and your people please contact the Relationship Director or the Manager Support Hotline. As always, as your EAP we are here to support your people whatever the nature of their concerns, please contact Newport & Wildman on 1800 650 204.

Previous blog posts on this topic:https://www.newportwildman.com.au/resources/eap-blog/coronavirus

https://www.newportwildman.com.au/resources/eap-blog/covid-19-response-and-being-prepared

The Australian government has moved ahead of the World Health Organisation to introduce the first phase of the country’s emergency response plan preempting the elevation of coronavirus to pandemic status. Prime Minister, Mr Morrison referred to the decision as “being taken in an abundance of caution”.

At Newport & Wildman, we continue to monitor government sources for updates and reinforce the measures we can all take to look after our people. What we are doing in response is to keep our people informed and clearly communicate that while the current risk is low for Australia, being prepared for a change in circumstances helps to maintain a sense of calm. These websites provide up to date and easy to follow information:

https://www.who.int/emergencies/diseases/novel-coronavirus-2019 

https://www.health.nsw.gov.au/Infectious/diseases/Pages/coronavirus-resources.aspx

Many of our organisations have already experienced having their people in a self-imposed work from home situation. It may be that your organisation will utilise work from home options further if required. If this is the case here are some factors to consider; feelings of connection may be strained and fear of illness and general anxiety may be increased as a result of COVID-19. Roles where travel and close contact with others is required may feel particularly impacted. There may be a greater reluctance to participate in face to face interactions, even with a counsellor. Phone, video chat and email counselling options are available and appointments can be made in exactly the same way as face to face sessions making support easy to access no matter the location.

If you have any further questions relating to how Newport & Wildman can assist your organisation please contact the Relationship Director or the Manager Support Hotline. As always, your EAP is here to support your people whatever the nature of their concerns, please contact Newport & Wildman on 1800 650 204.

Previous blog posts on this topic: https://newportwildman.com.au/resources/eap-blog/coronavirus

Harmony Week on the 15th-21st of March, celebrates Australia’s cultural diversity. It’s about inclusiveness, respect and a sense of belonging for everyone. Harmony Day which falls on the 21st of March coincides with the United Nations International Day for the Elimination of Racial Discrimination.

With around 45 per cent of Australians born overseas or with at least one parent who was, Harmony Week has always been a popular way for workplaces to showcase and acknowledge their cultural diversity. Celebrating Harmony Week can take any form you wish – big or small, simple or challenging. Events can be a simple multicultural morning tea or a guest speaker at an all staff meeting. It creates an opportunity to think, talk about and recognise how our differences and our similarities make our workplace stronger.

For more information see the Harmony Week Website.

At Newport & Wildman, we will be celebrating with Harmony Day lunches across all of our offices where everyone brings a dish on their designated day and shares the background behind it. It is such a wonderful opportunity to learn something new about your colleagues and of course try some amazing food!

Newport & Wildman is proudly part of AccessEAP. This month we have a message from Sally Kirkright, CEO, AccessEAP.

Imagine that your number one priority is to hire a new recruit at your organisation. 100s of applications land of your desk. You immediately throw away every second CV without looking at it. Why would you disregard half of your potential recruits without even assessing their skills?

If this was 1920, not 2020, you would have been seen as a manager with the right mindset. It would have been common to omit applications based on gender. Only men have the right abilities for the world of business – according to early 20^th century management training. So you ignore half of the potential workforce!

From the 21^st century, this thinking looks archaic. So strange it would almost be funny. So we are better than that now, we want to believe. And yet not always. Women hold 14.1% of chair positions and 26.8% of directorships, and represent 17.1% of CEOs and 31.5% of key management personnel¹. 34.0% of boards and governing bodies have no female directors. By contrast, only 0.9% had no male directors².

With International Women’s Day on the 8^th of March and Each for Equal as the theme. “An equal world is an enabled world. How will you help forge a gender equal world? Celebrate women's achievement. Raise awareness against bias. Take action for equality.” I ask myself “how am I doing as a business leader?”.

Research shows that companies continue to exhibit bias by hiring based on privilege, school, skin colour, postcode, ethnicity and religion. While there is anti-discrimination legislation in place, it is almost impossible to prove that particular candidates were hired over others based on ethnicity, religion or gender. Some female dominated industries are hard for men to break in to, so gender bias runs both ways.

For every person we ignore based on these reductive categories, we miss employing, working with, or becoming friends with a broader pool of Australian society.

The benefits of working with a broad range of people mean organisations avoid groupthink - the tendency of groups to make decisions based on the shared worldview of the participants. US automakers experienced groupthink which kept them focused on large vehicles which historically sold well. But they were blindsided as other countries designed fuel efficient cars when oil prices rose in the 1970s. Working with diverse teams shows that there are other means of getting to unexpected results. When we realise that our way is not the only way, this encourages us to challenge our thinking and find better ways.

AccessEAP sees the importance of hiring from diverse groups. Our staff room is an amazing mix of backgrounds, beliefs and experiences. When interviewing, I want to know what our candidates think and how that can bring more to our clients and customers. Having such a diverse team has been a conscious decision so that our clients get the best possible range of professionals with the broadest world view to work with.

With diversity also come challenges, the different ways of seeing, thinking and responding can lead to issues with communication and culture. We recognise the need to prepare, upskill and support our managers and leaders to work on engagement with their teams and set us up for success. Across the business, our teams meet regularly to discuss how our workplace is changing. Our staff undergoes annual professional development within their own disciplines, sharing the new knowledge and insights gained with their peers. We are focused on expanding our horizons to create a rich and exciting workplace reflecting the diversity of the Australian workforce.

Sally Kirkright, CEO AccessEAP

[1] WGEA 2020, Data Explorer https://www.wgea.gov.au/data/fact-sheets/gender-workplace-statistics-at-a-glance

[2] WGEA 2019, Australia's Gender Equality Scorecard https://www.wgea.gov.au/data/fact-sheets/gender-workplace-statistics-at-a-glance

The World Health Organisation has rated the Novel coronavirus as a world health emergency. The current risk to Australia is considered to be small. At Newport & Wildman we are assessing the risk to our people and will continue to monitor the situation and determine any actions we may need to take as a business. We are communicating this approach to our people so we are all aware that relevant precautions are being taken without causing undue alarm.

Ignorance and misinformation can lead to panic, fear and misunderstandings in situations such as these when personal safety is questioned. Clear and concise communication around risk mitigation based on information from official channels will assist in keeping people calm. For up to date and accurate information we are referring to The World Health Organization and NSW Health websites. These sites provide fact sheets and frequently asked questions in English and Mandarin to help individuals and organisations determine the level of risk associated with their everyday activities and interactions and modify behaviour as necessary. 

https://www.who.int/emergencies/diseases/novel-coronavirus-2019 https://www.health.nsw.gov.au/Infectious/diseases/Pages/coronavirus-resources.aspx

We encourage respect for each other in the workplace and close adherence to the normal policies around mitigating risks to co-workers associated with infectious diseases. It is very important that anyone with symptoms seek medical advice/attention. Australia has a very good health system and the Federal government is coordinating efforts around the country to contain the virus and support isolation of potential cases. It is also important not to make assumptions, particularly around who may carry the virus, it is advisable to adopt recommended hygiene practices and act on credible information. If you have any further questions relating to how Newport & Wildman can assist your organisation please contact the Relationship Director or the Manager Support Hotline. As always, your EAP is here to support your people whatever the nature of their concerns, please contact Newport & Wildman on 1800 650 204.

While it might feel as if 2019  has just wound up, we are already in March of 2020. How did that come around so fast?

This may have felt like a strange, and at times tense, summer in Australia. Some people are coming back to work feeling more exhausted than when they went on holiday. Whether you are a community directly impacted by fires or somewhere kilometres from it all but seeing the impact on the news, it has been the overarching story of the new decade. 

This is a time to get to know your community and to look after each other. Being mutually supportive at this time of year can help us to get back into the swing of life.  As well as being there for colleagues and friends, helping other people is a great technique of self care. We get an emotional boost when we are kind to others and when we offer support to others – it makes us feel connected, and strengthening social bonds allows us to draw on the support from others when we feel personally or professionally overwhelmed.

Newport & Wildman are part of your professional community. We offer 24-hour phone counselling if you feel that you are in a crisis, as well as providing face to face counselling at a few days notice. The ability to share your worries can help you to gain perspective and find solutions, and as your organisation allows you to have access to multiple sessions with a counsellor each year, we can provide an outlet valve for the stresses that modern workplaces can bring. As many of us try to balance multiple responsibilities including carer roles it is helpful to remember that Newport & Wildman is part of the network that is here to support you in supporting those around you.

Work stress often starts small – restless nights, feeling uncharacteristically snappy, or blue. Being on the lookout for changes in how you feel before they become significant can make it easier to address problems. Making contact with a Newport & Wildman counsellor earlier can make returning to normal smoother. And if there are issues that are impacting on your organisation, we also provide training to organisations on a range of issues. We have training which can be delivered to your organisation or by webinar, with topics like Resilience through Change, Managing Challenging Behaviours, and Burnout and Compassion Fatigue. We offer direct support for managers who are holding teams together, by phone and in-person as needed through our Manager Support Hotline.

If you work in a profession which is dedicated to helping other people it often means we put looking after ourselves second to looking after others. However, you will support those around you, colleagues and community better if you are emotionally healthy. Pre-emptively taking action to avoid burnout isn’t just the healthy option for you – it can be a requirement for many industries as well.

Please remember to look after yourself, as you care for those around you.

As 2020 kicks off and we head into February, I have set myself a challenge to have more constructive conversations. From time to time we all encounter situations where we dislike a person’s behaviour and we feel we need to say something. Or it may even be that your job requires you to have these conversations with people on a regular basis. Whatever the context may be, we need to find courage and have discussions that may feel uncomfortable.

A common myth is that raising the issue might make things worse, however a carefully constructed conversation might save things from getting worse.  

How appealing is it to think that if we just ignore it, and carry on as if nothing is wrong, the issue will eventually resolve itself? It is tempting to want to avoid hurting or upsetting the person we are speaking with by ignoring the situation or by blaming it on someone or something else but it tends to back fire in the end. It takes courage to have a genuine and transparent discussion around sensitive issues or concerns as they may respond with anger, tears, or distress. Despite all positive intentions there is still a chance the conversation may not end in a resolution to the issues raised. Newport & Wildman offers support through our Manager Support Hotline, the hotline allows managers to cooperatively formulate strategies and talk through how best to deal with difficult situations, to ensure the best preparation and outcome.

Here are some tips for initiating a potentially difficult conversation:

1. Be Confident with your Concerns

It can be easy to stop ourselves from raising concerns by minimising their importance. For example, we may tell ourselves we are “just being silly” or we are “being too sensitive” or “it’s not such a big deal really”. If it is impacting on you or someone else negatively, it is important. Be clear with yourself about the reasons why you are initiating the conversation.

2. Focus on the Behaviour

Let the person know that it is their behaviour which is upsetting or concerning to you. Be careful not to label the person, for example instead of saying “you are selfish and lazy” you could say “when you leave me to clean up everything I feel let down because I am doing it all alone without any help”.

3. Be Clear and Specific

Anxiety about how someone might react can lead to messages being “watered-down”. We may give a lot of positive feedback in amongst the negative, or we might talk generally to a group about behaviour that bothers us without speaking directly to the person involved. The risk is that your message will not be heard by them.

4. Listen

This can sometimes be the hard part because people can be defensive or angry after hearing your concerns and your feedback. They may attack. They may deny that there’s an issue. They may even convince you it’s “all in your head”. Let them talk. Don’t interrupt, explain, justify or defend. First listen. There will be time to respond later.

5. Respond Calmly

Depending on how the person has reacted to your concerns remaining calm can be tricky, however focus on clarifying the factual accuracies of what the person has said. Their feelings are subjective and you can’t change these. The person may be angry with you for some time. Confidently re-state your concerns. If you can, come to a resolution or compromise. You may need some time to think about what each other has said.

To access the Manager Support Hotline, please call Newport & Wildman on 1800 650 204. 

Alison Keleher, Director, Newport & Wildman

As a part of Feel Good February our internal Wellbeing Champions Team decided to do something for each other to actively recognise how much time we spend at work and with our colleagues. Using an adapted version of Donald Altman’s G.L.A.D. technique from The Mindfulness Toolbox, we asked everyone to participate and write a G.L.A.D message for their assigned colleague.

How does it work?

• You will need a list of names for those that are participating. This can be an organisation wide initiative or just a team activity depending on the size of your organisation.
• Allocate everyone a person; this can be random or just split into pairs.
• Email everyone their designated person with instructions asking them to fill in the G.L.A.D. message. Whether they pick one letter or all of them.

Grateful- One thing you are grateful for

Learned- One thing the person has taught you

Appreciate-One thing that you appreciate about this person

Delight- One thing that delights you of this person

• Once everyone has sent in their responses it is up to you how you would like to share them. You can email them or you can print out little cards

Remember that you can make this activity your own, so it works for you and your organisation! Decide if you’d like it to be anonymous or not and how you want to share these great messages. Below is a snippet of the cards.

As Newport & Wildman is proudly part of AccessEAP, we participated in this initiative together. For more information see the AccessEAP blog, Creating a thriving workplace this Feel Good February – Sally Kirkright, CEO AccessEAP

Talk to us today and find out how to get thriving!

An Employee Assistance Program (EAP) is an invaluable tool to assist with managing stress as well as difficult personal and professional situations. However, many organisations do not realise that EAP services are most effective when used proactively and can even be used to assist in goal setting, life coaching and general lifestyle improvement. Below outlines the ways your organisation can encourage your employees to utilise this wonderful program to improve their general overall wellbeing.

1. Use our Promotional Materials

2. Hold regular Employee Awareness Sessions

3. Focus on prevention through Training and Workshops

4. Use National Mental Health Awareness Days to Promote the EAP

5. Incorporate the EAP into your company culture

6. Educate Managers

7. Paint a picture of how EAP can be used proactively

Download the full document here, Tips on Proactively Promoting Your EAP