Mental Health Condition of your Employees

When one of your direct reports has the courage to talk with you about their mental health condition, how you respond is critical. You want the person to know you appreciate them sharing while also reassuring them that their job and your perception of them are not at risk. At the same time, you need to figure out what impact, if any, this will have on your team and their workload. What do you say right away? What questions do you ask? How do you decide what accommodations, if any, to make?

Therefore, how you handle these interactions is critical. The good news is that these can be productive conversations, as long as you follow a few pieces of advice.

·      Thank them for telling you. Start off by acknowledging the effort it took for the employee to tell you. If nothing else happens in the first conversation, be sure to thank the person for sharing, But don’t make it a big deal. Your goal should be to normalize the topic as much as possible.

·      Listen. Give the person space to say what they want to say and tell you what they need in terms of flexibility or accommodations. Listen actively with an open mind and without judgment. Pay attention to your nonverbal cues.

·      Tell them you want to support them — but don’t overpromise. It can be tempting to tell the person (especially if they’re a high performer) that you’ll do whatever it takes to support them, but you want to tread carefully. It may be that they’re just telling you as an FYI, and they don’t need you to make any adjustments to their workload or schedule. Don’t make assumptions.

·      Don’t make it about you. It’s possible that you or someone you’re close with has been through something similar, but don’t focus the conversation on you. Keep in mind that “everyone is different in terms of how their condition shows up. My anxiety is different from another person’s anxiety,”

·      Maintain confidentiality. Reassure the employee that you will make every effort to honor confidentiality but that you may need to speak with HR. In some cases, the employee may give you permission or even ask you to let others know.

·      Consider what changes you can make. There is a variety of things that your employee may want or need so that they can take care of their mental health. These might include keeping different hours, working alone or in a group, taking time off to see a doctor, or having occasional “mental health” days.

·      Ask for help from others. This person came to you because you’re their manager. “It’s not your role to be their therapist, doctor, or lawyer,” says Greenwood. Don’t offer health or legal advice. And don’t try to figure this out on your own.

·      Refer them to other resources, if available. There may be other resources inside your company that you can refer them to. You can also direct them to any mental health benefits that your company offers, such as therapy or meditation apps.

·      Make yourself “tell-able”. Ideally, we’d all work for a manager whom we felt comfortable talking to when we needed help balancing work with our mental health. Unfortunately, that’s not always the case. But you can make it more likely that people will come to you by being a role model.

What is your recipe for listening more? Do you ever catch yourself not being present?

Gallo, A. (2021, February). When Your Employee Discloses a Mental Health Condition. Harvard Business Review.

Blaž Strle, direktor družbe BE-terna Adriatic, je svojo profesionalno pot začel v Laboratoriju za umetno inteligenco na FRI, kjer je raziskoval področje umetne inteligence in strojnega učenja. Podjetju BE-terna se je pridružil pred sedmimi leti kot vodja oddelka za upravljanje odnosov s strankami (CRM), v letu 2018 je prevzel vlogo direktorja Adriatic regije (Slovenija, Hrvaška in Srbija), pred nekaj meseci pa je postal tudi član uprave BE-terna skupine. V času njegovega vodenja je Adriatic regija dosegala začrtano 10% YOY rast prihodkov ter več kot pričakovano 10% YOY rast dobička. Visoko rast dobička je bila dosežena ob večjem vlaganju v zaposlene ter razvoj in sicer s povečanjem prodaje lastnih rešitev z višjo dodano vrednostjo in optimizacijo internih procesov.

Strle med tremi dejavniki uspeha družbe BE-terna izpostavlja znanje, inovativnost in usmerjenost v uspeh svojih strank, največjo poslovno lekcijo pa opisuje tako: »Najpomembnejša je ekipa, vse ostalo je drugotnega pomena.« Postaviti prave ljudi na pravo mesto in vzpostaviti dobro okolje je največ, kar lahko vodja naredi. Kot vodja ne verjame v stereotipe in en »Leadership style«. Pristopa ne moreš ukalupiti, podjetje se razvija, situacije so različne, različni so ljudje…, učiš se in prilagajaš. Včasih ne smeš dati več kot le ključe, drugič cilje, tretjič »korenček«, naslednjič »palico«, včasih je ventil treba priviti, drugič sprostiti. Vse s ciljem, da bomo jutri boljši, kot smo danes.

Strle je prepričan, da mora biti dober vodja v prvi vrsti »dober človek«, ki zna prisluhniti, biti dostopen, voditi z zgledom in navduševati. Za odličnost vodenja je pomembno dati v ospredje podjetje in zaposlene, povedati, kar misliš, verjeti v to, kar govoriš, in stati za svojimi dejanji. Prvi del se preslika v zaupanje, drugi pa v navduševanje. Je zahteven, saj od sebe in od sodelavcev pričakuje nadpovprečnost in učinkovitost.

Spletna stran podjetja: https://www.be-terna.com/sl

Naj quote: The problem is not the problem. The problem is your attitude about the problem.

Naj knjiga: Good to Great: Why Some Companies Make the Leap and Others Don't

Naj serija: M*A*S*H

Hobiji: Jadranje, dirkanje

Najljubša hrana: Pašta

Najljubši podjetnik: nikogar ne poznam dovolj dobro, morda Jobs zaradi svojega perfekcionizma. Na moji karierni poti so me vsi nadrejeni oblikovali, vsak na svoj način.

Naj app: mobile.de

Nauk:

-       Lahko si samo to kar si. Ne moreš ločit posla in privatnega življenja oziroma ne moreš ločit vrednot v podjetju in osebnih vrednot. Tako v privatnem življenju kot tudi v podjetju zavestno ali s svojimi dejanji »izbereš« ožji krog sodelavcev in prijateljev s katerimi skupaj krojiš usodo.

You won’t find a course on listening at many business schools, but it’s an essential skill for leaders if they hope to counteract the multiple forces that can lull them into believing they know everything they need to know about what’s happening in their organizations. At the core of the challenge is a paradox in the life of senior leaders, particularly CEOs: They generally have access to more lines of communication than anybody else has, but the information that flows to them is suspect and compromised. 

Here are seven useful tips for learning to listen more effectively:

1.    Protect against blind spots. Kelly Grier, the U.S. chair and managing partner and Americas managing partner at Ernst & Young, has long made a habit of telling the people on her team that they need to keep her informed. As she puts it, “If you haven’t created a culture or an environment where people feel free to challenge you as the leader, you are in a very perilous place, because you will have blind spots.” You have a responsibility to help me actively work the blind spot,” she tells them. “You’ve got to bring the truth forward. We have to have that level of trust.”

2.    De-emphasize hierarchy. When Mark Templeton was the president and CEO of Citrix, from 2001 to 2015, he adopted a mantra to ensure that his employees wouldn’t be intimidated by titles or rank. “A lot of organizations go off track by confusing where people are in the hierarchy with the respect they deserve,” he says.

3.    Give permission to share bad news. When Penny Pritzker, who served as the U.S. secretary of commerce from 2013 to 2017, first met with job candidates, she would have a blunt conversation about the dangers of not sharing problems with her. “I would tell them,” she says, “that if you want to get fired, here’s what you need to do: First, lie, cheat, or steal. But the other thing that will get you fired is if you have a problem and you keep it to yourself.”

4.    Create an early-warning system.  As the CEO of Aira Technologies, Anand Chandrasekher asks his team to follow a simple rule: If you have bad news, text me; if you have good news, share it with me in person. If you get bad news early, you can react faster, and that reaction time is precious.”

5.    To encourage problem-solving, acknowledge progress. When Paul Kenward, a managing director of British Sugar, meets with groups of employees, he will sometimes ask them about the things they’ve accomplished during the previous five years that they’re really proud of. Now imagine we’re together five years from now. What are we proud of now? What would you really love to have achieved or the business to have changed?

6.    Listen without judgment or an agenda. Joel Peterson, the former chairman of JetBlue Airways and the founder of Peterson Partners, an investment firm, says that senior executives may find it challenging to remain fully present in meetings when they have 10 things on their minds at any given moment. Leaders can help themselves avoid that danger by reminding themselves of a simple acronym whenever they’re listening: WAIT, for “Why Am I Talking?”

7.     Actively seek input. It’s not enough just to emphasize that people should speak up. You also have to invest time and energy in walking the halls, traveling to manufacturing plants and stores, holding regular town halls, and meeting with smaller groups from various departments and ranks.

What is your recipe for listening more? Do you ever catch yourself not being present?

Bryant, A., and Sharer, K. (2021, March-April). Are You Really Listening? Harvard Business Review.

Anja je leta 2017 zaključila magisterij na Pravni fakulteti, Univerze v Ljubljani. Med študijem je tudi nekaj časa preživela na Kitajskem. Tekom študija se je posvetila blockchain tehnologiji ter globalnemu in vesoljskemu pravu. Lansko leto je postala predsednica slovenskega društva Blockchain Think Tank, ki je neprofitno društvo, odprto vsem deležnikom, ki jih zanima blockchain tehnologija. Think Tank deluje kot enotna točka za zbiranje idej in predlogov, hkrati pa ima dostop do relevantnih predstavnikov na strani vlade, regulatorjev in drugih institucij javnega sektorja, katerim na odprt način posreduje ideje in predloge gospodarstva, podjetnikov, akademikov in posameznikov. Anja je tudi soustanoviteljica in strateški vodja Future Law Instituta. Poleg tega je Anja soustanoviteljica Ljubljana Legal Hackerjev in Unlawcked družbe, kjer skupaj z Marino Markežič opravlja pravno in poslovno svetovanje za družbe, ki želijo svoje upravljanje in postopke prilagoditi ter stopiti v korak z novimi tehnologijami.

Naj quote: We do not need magic to change the world, we carry all the power we need inside ourselves already: we have the power to imagine better. - J K Rowling

Naj knjiga: The Corporation Wars, Ken Macleod (čist deep dive sci-fi)

Naj serija: Queen's Gambit

Hobiji: izdelava mini terarijev, blitz (hitri šah)

Najljubša hrana: jiao zi, kitajski dumplingsi

Najljubši podjetnik (domači ali tuji): Gregory W. Nemitz (človek, ki je NASI zaračunal parkirnino za satelit, ki je pristal na asteroidu 433 Eros). Res najjače.

Naj app.: Pinterest/Notion/Clubhouse/Timebuddy/Koledar? Težka bo…

Nauk: Najdi ekipo, ki bo imela podobne vrednote, stranke, ki bodo želele vaše rešitve, investitorje, ki bodo videli v tem priložnosti, posameznike, ki bodo znali podajali konstruktivno kritiko in vizionarje, ki so neustrašni.

In the current unpredictable and often stressful situations, managers are struggling to maintain team members’ productivity. Based on survey from 20 different companies ranging from startups to Fortune 30 and universities, located across the U.S., 6 approaches for managers are suggested on how to approach taking time off, essential for re-charging team members motivation and productivity (Nawaz, 2020):

· Change durations- encourage team members to take breaks more often, and completely turn-off work, if possible (without, for example, checking e-mail messages during breaks).

· Activate a team – set up a system for team members to share responsibilities and define their replacements for much needed time off without leaving work undone.

· Demonstrate care- encourage team members to take the time necessary to balance priorities and provide extra flexibility.

· Model behaviors– lead by example and demonstrate to your team that time off is important for the whole company - also managers should take time off.

· Provide clarity- clearly communicate organization’s time-off policy, company’s rules on travel and any other restrictions.

· Redefine vacations- encourage your team to redefine and consider vacations also for focused family time, caregiving and self-care.

What is your recipe stress release? Can you completely turn-off, when on vacation?

Nawaz, S. (2020, June 5). Encourage Your Team to Take Time Off. Harvard Business Review.

Metka Svetlin je marketing manager programa Think with Google za CEE regijo in vodja Brand & Reputation za Adriatik in Baltik regijo. Platforma Think with Google pa predstavlja zakladnico podatkov, analiz, vpogledov in dobrih praks iz prodaje in marketinga, preko katere Google navdihuje vodilne in izobražuje eksperte v poslovni javnosti v CEE regiji. Metka je diplomantka Ekonomske fakultete v Ljubljani, kjer je prejela svečano listino za izjemen študijski uspeh. Pomemben del študijske poti in prvih mednarodnih izkušenj je predstavljala enoletna študijska izmenjava Erasmus na Dunaju. Znanstveni magisterij je Metka opravila na IMB programu Ekonomske fakultete v Ljubljani, smer marketing. Prve izkušnje iz marketinga in managementa je pridobila z delom v podjetju Red Bull Slovenija, kot asistentka na Ekonomski fakulteti v Ljubljani in v Bohinj Park EKO Hotelu. Leta 2011 se je Metka zaposlila v Googlu v Dublinu, kjer je najprej razvijala ključne Google Ads oglaševalce v Sloveniji in sodelovala pri oblikovanju njihovih digitalnih strategij. Po dveh letih se je vrnila v Slovenijo, kjer je najprej prevzela funkcijo marketing managerja za Slovenijo in nato še za Adriatik regijo. Poudarek pri njenem delu so predstavljale partnerske agencije, lansiranje novih produktov (Street View, Map Maker, Doodle4Google, lokalni doodli) in razvijanje Googlovega ekosistema v regiji. V največje veselje so ji bile prav ideje za lokalne doodle, kot je bil prvi slovenski s Tromostovjem v spomin na Plečnika, doodle v spomin igralca Poldeta Bibiča in Kekčev doodle. Po petih letih v podjetju je prevzela vlogo marketing managerja za Google Brand & Reputation za CEE regijo in razvijala predvsem program Grow with Google, kjer skozi lokalne programe, kot je na primer slovenska platforma Digitalna garaža, Google nudi brezplačna usposabljanja na področju digitalnih veščin in je namenjena študentom, podjetnikom in vsem ostalim, ki želijo izboljšati svoje znanje. Trenutno poudarek njenega dela predstavlja Brand & Reputation področje za Adriatik in Baltik regijo, preko katerega se trenutno predvsem ukvarja s programi, ki pomagajo pri okrevanju lokalnega gospodarstva.

Metka je ponosna, da je ob koncu osnovne šole pri 14 letih na pobudo šole izdala knjigo z naslovom Rojstvo mavrice, kjer so objavljena izbrana dela iz osnovnošolskega obdobja. V študentskem obdobju pa je zgodbe najraje začela pripovedovati preko video posnetkov in montažo kratkih filmov svojim doživetij na potovanjih in v hribih. Pred 10 leti je pripravila kratek film kot zahvalo za Gorsko reševalno službo Slovenijeza njeno helikoptersko reševanje iz stene Velike Mojstrovke in tako spoznala svojega moža, gorskega reševalca.

Naj quote: Skrivnost sreče ni v tem, da delaš, kar ti je všeč, ampak da ti je všeč to, kar delaš. (The secret of happiness is not in doing what one likes, but in liking what one does.)

2. Ok je, če ne znamo vsega. (It is ok not to know everything.)

When trying to make your co-workers better, and to realize their areas, where they can grow and improve, we need to provide a constructive feedback. These tough conversations are even harder to have as multiple crises and their side effects wear on. To top it all off, a change in venue from in-person to remote removes the nuance that can help soften the blow of bad news.

Taking a few steps to be more strategic about how you deliver constructive feedback, can help prevent negativity bias and a digital venue from distorting how your employees receive your feedback. Here are the five steps:

1. Start by asking questions.Begin your constructive feedback conversation by asking the other person about their perspective. You might ask, “What did you think of that report?” or even simpler, “How did that go?” You want to learn about their experience and what they think of their work.

2. Offer appreciation before you offer criticism. In their ongoing research, Leslie John, Alison Wood Brooks, and Jaewon Yoon at Harvard Business School have found through manipulating the order in which participants receive feedback that individuals are more receptive to constructive criticism if they’re first told what specifically they did well.

3. State your good intentions. John has also found that explicitly stating your good intentions goes a long way toward improving how the other person hears bad news. Try, “I’m in your corner,” or “I know you’re trying to improve your writing and I want to help you get there,”

4. Clarify and contrast. Helene Lollis, the CEO of Pathbuilders, a firm that develops woman leaders, finds that contrasting statements can bring clarity. After you’ve raised your concern or suggestion, follow it with, “What I mean is X. What I don’t mean is Y.”

5. Have the other person state their key takeaways. Save time at the end of the conversation to ask, “What are your top three takeaways?” It may feel redundant, but you’ll learn if they’re taking a negative nosedive, and if so, you can reframe the message.

What is your recipe for giving feedback? How do you cope when you receive feedback?

Huston, T. (2021, January). Giving Critical Feedback Is Even Harder Remotely. Harvard Business Review.

Franci Pliberšek, ustanovitelj, lastnik in generalni direktor enega največji slovenskih podjetij za proizvodnjo stavbnega pohištva, MIK Celje, živi svoje podjetniško pot že več kot 30 let. Njegova zgodba, je zgodba o trudu, močni želji in pogumu. V 30 letih je uspel ustvariti visoko tehnološko podjetje, ki zaposluje 200 ljudi in je predano tudi družbeno odgovornemu delovanju, usmerjeno v skrb za socialno šibkejše člane naše družbe. Kot arhitekt je predan poslanstvu, ustvarjati kakovostne in zdrave bivalne prostore, zato tudi podjetje vodi v smeri razvijanja vedno novih in učinkovitih rešitev na področju vgradnje energetsko varčnih oken, vrat in prezračevanja. Franci Pliberšek je tudi rekreativni športnik, spiritualist in popotnik. Verjame, da zgolj zdravo in krepko telo lahko vzdrži napore podjetništva. Na svoji poti je že večkrat prekolesaril celo Slovenijo, prehodil španski Camino in se povzpel na Kilimandžaro. Pravi, da problemi in težave zanj ne obstajajo, le izzivi, ki pa jih vedno znova spreminja v nove priložnosti.

Naj quote: Začni z zakaj: Simon Sinek

Naj knjiga: Napoleon Hill – Pot do bogastva

Naj serija: Šverckomerc

Hobiji: Kolesarjenje, hoja v hribe, potovanja, branje

Najljubša hrana: goveja juha z domačimi rezanci

Najljubši podjetnik (domači ali tuji): Steve Jobs

Naj app.: Youtube, LinkedIn

Zaključna nauka:

·       Sam sebi moraš biti edini vzor in edini tekmec,

·       Če imaš cilj dokazati se sebi, si zmagovalec.

When being innovative and trying out new ideas, failure becomes inevitable and a part of our lives. That is why a complex, fast-paced world demands from us that we accept our mistakes and learn from them and adapt rapidly.

The recipe for successful adaptation to failure:

· Try new things. Expose yourself to lots of different ideas and try lots of different approaches, on the grounds that failure is common,

· Experiment where failure is survivable. Look for experimental approaches, where there is lots to learn - projects with small downsides but bigger upsides,

· Recognize when you haven’t succeeded. The third principle is the easiest to state and the hardest to stick to: know when you have failed.

· Gather feedback.Feedback is essential for determining, which experiments have succeeded, and which have failed. Get multiple opinions,

· Remove emotions from the equation. It is important to be dispassionate. Forget whether you are ahead or behind, and try to look at the likely costs and benefits of continuing from where you are,

· Don’t get too attached to your plan. There’s nothing wrong with a plan, but remember that no plan survives first contact with the enemy,

· Create safe spaces to fail. The best failures are the private ones you commit in the confines of your own room, with no strangers watching.

· Practice disciplined pluralism. Markets work by this process, encouraging the exploration of many new ideas as well as the ruthless weeding out of the ones that fall short,

· Find “a safe space to fail as a state of mind.” Assuming that you don’t operate a nuclear power plant for a living, you can probably infuse a bit more freedom and flexibility into your workday,

· Imitate the college experience. College is an amazing safe space to fail. We are experimenting with new friends, new hobbies, and new ideas, and we’ll often mess up.

What is your recipe for conquering challenges? How do you cope with the pressure?

Rapp, S. (2019). Why Success Always Starts With Failure. Retrieved from 99U. https://99u.adobe.com/articles/37669/if-youre-not-failing-youre-not-growing

Branko Žunec je eden najbolj izkušenih in prepoznavnih poslovnih trenerjev, coachev in svetovalcev tako v Sloveniji kot tudi v tujini. V skoraj 25-ih letih kariere je razvil številne modele in orodja, s katerimi razvija in navduši udeležence (večinoma direktorji, vodje in lastniki podjetij) ter jim pomaga do do odličnih, celo izjemnih poslovnih rezultatov. Branko resnično verjame v odličnost vodenja in zmagovalno miselnost, ki se v Sloveniji vedno vedno bolj razvijata. V letu 2020 se je specializiral tudi za področje on-line izobraževanj in video-treningov, s katerimi dosega še več udeležencev, ki lahko s ponujenimi vsebinami napredujejo in se razvijajo tako na področju vodenja, kot razvoju podjetja (organizacija, razvoj ljudi, prodaja, prilagajanje novim okoliščinam).

Največji dosežki kariere:

· Globalni certifikat odličnosti v izobraževanju 2003 in 2005 (podeljen s strani RMI, ekskluzivni partner za izobraževanje multinacionalke Johnson & Johnson)

· Uvrščen med Top predavatelje v Sloveniji 2006, 2007, 2008, 2009 in 2010

· Izobraževal vodstvene in prodajne ekipe v najboljših podjetjih na svetu: Akrapovič, Brystol Myers Squibb (ConvaTec), VW, Renault, Fiat, Honda, Mazda, McDonald's, IBM, Novartis (Lek)

· Izvaja(l) vodstvene treninge in postavitev sistemov vodenja za številna ugledna slovenska podjetja: BSH, Skaza, Telemach, JUB, RLS merilna tehnika, MIK Celje, Labena, Mikrografija, Siliko, Polycom, Adient, odelo Slovenija, Skupina Pivovarna Laško, Zavarovalnica Triglav, Zavarovalnica Sava idr.

· Postavil razvojni program »Leadership Akademija« za vodilno hotelsko verigo na Hrvaškem – Valamar Hotels & Resorts (2007 – 2013), še vedno izvaja izobraževanje za vodje

· dela na zmagovalni miselnosti s športniki – trenutno z najboljšo mlado slovensko teniško igralko Petjo Drame, ki se pri 15-ih letih že uvršča med 100 najboljših igralk v Evropi.

Najmočnejši izobraževalno-motivacijski programi so:

- Poslanstvo sodobnega vodje / kako voditi v novih časih (direktorji, lastniki)

- Skrivnosti motivacije in zavzetosti (za vse ravni vodenja)

- Vodja kot Trener in Coach (za vse ravni vodenja)

Branko sedaj zaključuje knjigo (R)Evolucija vodenja, ki zajema izkušnje prvih 20-ih let bo predvidoma izšla novembra 2020.

Naj quote: Zakon recipročnosti vodenja

Če je vodja zaposlenim v oporo takrat, ko ga najbolj potrebujejo, lahko računa, da se bodo zanj potrudili, ko jih bo on najbolj potreboval.

Naj knjiga: revija Manager me je navdušila za biznis (sem bral od leta 1991 naprej)

· Na začetku spoznavanja vodenja = Peter Drucker: The Practice of Management

· Ena najboljših = Stephen R. Covey: The 8th Habit

· in od njegovega sina Stephen M. R. Covey = The Speed of Trust

· Med novejšimi = Kai Fu Lee: Velesili umetne inteligence

Naj serija:

· Kultna = Prijatelji

· Zabavna = Mr. Iglesias

· Biznis = Hiša laži

· Novejša = Damin Gambit

Naj Hobiji: Branje literature, tek, igranje miselnih igric in komentiranje objav na Linkedinu

Najljubša hrana: Polnjene paprike in pire, Medium dobro uležan steak

Najljubši podjetnik:

· Štefan Pavlinjek (Roto),

· Andrej Krampl (Kopija-nova) in

· Tanja Skaza (Skaza)

· Trenutno odlična izkušnja = Siniša Dagary, lastnik platforme Sacret Life

Naj app-i: Snemalnik zvoka, Opomnik, Linkedin

Trije nauki:

1. Za uspeh v poslu uporabljajte kombinacijo treh inteligenc: miselne, čustvene in logične.

1. Sprejemajte odločitve s fokusom na prihodnost, saj preteklosti ne moreš spremeniti

2. V poslu dejansko nikoli ne izgubiš – ali zmagaš, ali se kaj novega naučiš. Bistveno je, da ostaneš v igri.