WorkLife - Jan 2020

2020 Vision

FROM THE CEO

May you have a very prosperous and wonderful New Year!

How did you go in 2019? Did you experience and enjoy all the things you wanted to in 2019? No? Don’t fret, that’s completely normal! But, with your permission, let me ask you – ‘Why not?’ Life’s short. Time is of the essence, isn’t it? So, when would it be a good time to start living life to the full?

January is a good time to take stock of your achievements for 2019.

Celebrate them, whatever they are – even if they were merely making it through a trying situation.

And then think about 2020. What do you want 2020 to feel like? Did you know life has feelings? Actually, some say, with good reason, that life is all about feelings. So, what feelings do you want for 2020? You see, I am fond of the ‘holiday’ feeling. You know that feeling when you go on holidays? Of relaxing, letting go, being in the moment? Why not make that your 2020 feeling? By the way, you don’t need to be in holidays to have the holiday feeling. You can have a holiday feeling in any situation. Try it! It’s fun.

But let me provide you the proof that you can have any feeling any

time. Ever asked someone what day of the week it is and when they’ve told you, it just didn’t match up with the feeling you had? People often remark, ‘I don’t know why but it feels like a ‘Tuesday’, or a Wednesday, or a Friday (that’s often a favourite!?) Try that one too for 2020. Test it for a week and see how it goes – to have the Friday feeling everyday. That sounds like fun, doesn’t it?

It’ll do wonders for your mental health and the mental health of those around you. You’ll be giving them a gift that way too.

It will require a bit of effort of course, those who are successful in consistently achieving their goals understand that it necessary to do more than simply announce their ‘resolutions’.

In order to achieve your vision, goals, desires, for 2020 you must plan, not too much though, and then act on it. Do whatever it takes. Focus on the process, not just the outcome. Give yourself a map to follow. Prepare contingencies for the inevitable detours and delays, so that your motivation and focus doesn’t waiver. Just as you would plan your journey to reach a holiday destination, prepare for the process of reaching your 2020 Vision in a similar way.

Grab a piece of paper, or use a note app in your phone, and write down your answer to these questions: 1. What destination do I want to reach in 2020? What’s the feeling I’m going to use as I do it?

2. Why is that important to me?

3. What can I do more of/less of/more easily when I reach that destination?

4. Are there more local destinations that provide the same benefits? (Do you really need a PhD, or would a Grad Dip provide the same opportunities?)

5. What impact will reaching this destination have on your health, your relationships, your finances, your career and your happiness?

6. What’s the smallest step I can take today, before the day is over, that will put me in harmony with my wishes?

7. ACT We know that 2020 is going to be another interesting year. Every year is an interesting year. With ups and downs like any other, but, we also know, that it’s up to us individually to live life to the full every minute we get.

This January issue of our WorkLife Magazine is graced by Sir Richard Branson on the cover. He certainly lives life to the full, despite being in the public eye. How? Read the great article within to find out. We tell all.

And many other articles within, as always. And, if you want us to write about a specific topic, please ask us.

Enjoy!

PS remember to SHARE too!

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Peter Diaz

CEO, Workplace Mental Health Institute

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Businessman, Maverick, 2020 Visionary

I’m

reminded of the man that, walking in the forest, saw a terrifying giant through the mist.

The giant was waving his arms menacingly. The man quickly hid in great distress. After a while, he timidly looked out only to see that, after the mist had dispersed, the giant was no giant at all! It was just a great big tree moving with the wind. How often do we do something like this in our lives?

Creating great anxiety for ourselves

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and others? Having good vision and clarity of purpose in business, and in every sphere of our lives, is paramount, wouldn’t you say?

When I think of 2020, I think of great vision and the need for clarity of purpose. Both in business and in life. To make the most of 2020, we need great clarity of purpose and a clear, compelling, vision. What will you do in 2020? have you got that clear?

In comes Sir Richard Branson. A

man of rare clarity and vision. I met Sir Richard Branson last November, and his example is relevant to our topic. By the way, in case you are wondering why do we have this ‘clarity of purpose’ topic here, it’s because having clarity of purpose is key for living a mentally healthy life. When you know where you are going and why, that sense of purpose will move mountains and will protect people from many psychological ailments. Decades of research and thousands of years of

Author: Peter Diaz

Richard Branson

human experience support this.

So back to our hero of the decade, Richard Branson. Most people would tend to agree that Branson is a visionary. He’s come up with some daring and hairbrained ideas and makes them a reality. How does he do that? Or more importantly, ‘why?’

Why would anyone jump in an air balloon and risk life and limb? Why would anyone disrupt the music industry? Why would anyone take on a major airline? Why would anyone take on the finance sector?

Etc etc…

Why indeed. I’m not sure that even Sir Richard Branson knows why.

From what I heard and observed, he’s got a need, a drive, to disrupt ‘what is’ for something ‘better’.

His psychological process goes something like this:

1. Curiosity - If something is

being done in a certain way and is not working well, how can we do it better? That’s how he came up with the idea of Virgin Airlines. He got stranded at an airport together with a full plane of fellow passengers and, thinking laterally, he came up with the idea of chartering a full plane to get to their destination and, presto!, the concept for Virgin Airlines was born.

2. Responsibility - If there’s a

better way to do it, why don’t WE do it? When Branson comes up with an idea he likes, he tends to see it through. To make sure it happens. He didn’t just ‘wish’ there was a better airline; or have the idea of a better airline with better service and more fun; he went ahead and built one.

3. Action - Let’s do it. Don’t

overthink it, just do it! I’ve met a lot of people in my life that are so highly intelligent that it’s never quite the right time for them to make a decision

because they ‘don’t have all the ‘planker’; even at this advanced data’. Richard Branson is not like age he still boasts of being able that. Once he knows something to plank ‘for hours’. All adds up is needed, and he knows he to his identity. wants to do it, he goes 7.

Courage – Be In comes Sir ahead and willing to step into the gets the Richard Branson. spotlight for a good, resources thought out, cause.

A man of rare well to make it Richard is a master at selfhappen. branding. He has created clarity and He may a maverick type brand, vision. I met Sir aka identity, for himself, not have all the data or with the identity as Richard Branson along knowledge a benefactor of humanity. last November, And there have been times himself, but he is genius that not everyone has as attracting and his example been pleased about it. very clever is relevant to our But he is courageous and people to pushes ahead regardless, topic. work for knowing his mission is more him. important than his ego.

4. Wisdom - Hire the best in the

field and fund them to be able to achieve it. Yes, Richard Branson is really good at putting together ‘Dream Teams’, those teams that are full of smart, intelligent, forward thinking people that want to change the world for good. He knows that there’s no way that he can be an expert in everything. So he goes and gets the best.

5. Humour - Have fun, don’t

take yourself too seriously. For this one, just look at the way he pokes fun at himself. Even going to the extreme of dressing up as a female airhostess to promote his airline – he looked ridiculous, by the way, but his image got plastered in all the tabloids! (which turned out to be a brilliant marketing manouver).

6. Identity - Dare to be different

(but not too much, should you come across as whacky).

Richard knows who he is and that allows him to remain balanced despite his public persona. From his comments, you can see that he does a lot of self-reflection. He also exercises regularly, being a master

Hope – We can do this.

Richard has not lost hope for humanity. When you meet and listen to the man you don’t get anger or frustration at how things are but a sense of someone at peace. And a sense of hope.

8.

9. Meaning – What will this mean

for humanity and legacy. His interest in humanity and leaving a legacy is not just talk. Richard has been an avid, pragmatic, supporter of The Elders, an international group of leaders working for peace and human rights. At every level, you get a sense that Richard Branson has deep meaning in his life.

Interestingly, when you look at the elements identified as necessary for recovery from a mental health problem, many of the above were found to be critical for psychological wellbeing. They certainly seem to have helped Sir Richard to achieve not just material success, but also a sense of wellbeing, purpose, peace, and a clarity of vision. Which of the above stand out for you? Which would you like to develop further in 2020? What can you take away from this case study of a global visionary?

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Dangers Just Chill! The dangers of extreme heat on mental health

A

s the weather heats up, it’s important we learn to handle heat.

Heat waves are not just uncomfortable, they are now considered to be the deadliest weather events, exceeding hurricanes, lightning, tornadoes, floods, and earthquakes combined. Beyond the toll that extreme heat takes on our physical health, there are many documented impacts on mental health and resilience, too.

Violence. Heat has measurable implications for domestic violence against women and children. One standard deviation of temperature increase leads to a 4% increase in interpersonal violence and 14% increase in group violence. Due to asphalt and concrete structures and limited green space in business districts, we may expect increased summer violence in inner cities. Suicide is increased during extreme heat. Research shows an increase in suicide rates during periods of 1 degree Celsius increase over average monthly temperatures.

Mood. A study in the US and Mexico found an increase in depressive language and suicidal ideation in social media posts and comments correlated with increased temperatures. Some researchers have suggested that the production and uptake of neurotransmitter serotonin may contribute to this effect during extreme heat events.

Cognition. A variety of studies support the conclusion that heat impairs cognitive functions.

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Harvard researchers examined the impact of a 12-day heat wave on the cognitive function, focus, problem solving ability, reaction times and memory on college students. Results were remarkedly different between those students who lived in airconditioned accommodation compared to those who didn’t, with those who experienced the benefit of relief from the heat demonstrating improved outcomes in all areas. Other studies have found that complex cognitive tasks and working memory are impaired when subjects experienced heat stress.

Insomnia. Sleep is an essential function for overall mental health and physical well-being, with sleep deprivation leading to adverse effects on mood, depression, and cognition. A drop in core body temperature precedes normal sleep onset and the continuation of sleep, so not surprisingly, increases in heat contributes to insomnia.

This worsens in combination with increased humidity, with the potential to aggravate all psychiatric difficulties and general coping abilities.

Pre-existing psychiatric disorder. A number of psychiatric medications have the potential to impair the body’s heat regulatory functioning, leading to an increase in sweating and dehydration. This increases the risk of toxicity during extreme or prolonged heat events.

Whilst many workplaces are able to moderate the impact of these weather events with the

use of air-conditioning, there are a number of additional considerations to minimise the negative impact on mental health and well-being.

•

Observe appropriate workrest cycles, particularly outdoors. There isn’t a onesize-fits-all work/rest cycle for those who work in exposed conditions. The intensity of work, acclimatization of the worker, temperature and humidity are all considered in the formula for appropriate work cycles. Get the guide for managing risks of working in heat here.

•

Allow employees the option to work remotely if appropriate to avoid a hot commute.

This may not be practical for all roles, however, where it is reasonable to make this adjustment during extreme weather events, employees are likely to avoid uncomfortable and potentially more aggressive traffic events on the way to and from the workplace. Those who do not have air-conditioned homes may prefer to come to work, so making this an option for staff is more helpful than a blanket policy about working from home on days of extreme heat.

•

Create an opportunity for employees to ease the discomfort of customers.

Customer-facing roles are less-likely to be able to take advantage of telecommuting options, and the heat may also lead to

s of heat an increase in customer complaints and aggression.

Support your teams to preempt the discomfort of customers by providing them with refreshments to offer customers upon their arrival.

•

Reconsider outdoor activities.

The best laid plans cannot make up for extreme weather conditions if they do not include an indoor contingency. If there isn’t an option to move an event or activity indoors or to a much cooler location, consider rescheduling the event.

•

Provide fruit, vegetables and

drinks in the office kitchen that lower body temperature.

Coffee, energy drinks and chocolate bars might be the go-to temptations for workers feeling lethargic or stressed, but in extreme heat these will compound the problem. Ensure access to cool drinking water, and ice if necessary. Encourage body-temperature-lowering snacks by providing fresh watermelon, citrus, cucumber sticks, and coconut water instead of caffeinated or alcoholic beverages. Being able to spend a few minutes with one’s feet in shallow

buckets of cool water will also help to reduce body temperature.

•

Relax the dress code.

Unusual circumstances often call for an unusual response, so don’t expect staff to come to work in the ‘usual’ three piece suit, or stockings, ties, or belted clothing. Encourage staff to dress comfortably in natural fabrics. If an important meeting is unavoidable, allow your team members to change into their more formal attire prior to the meeting, and then into clothing more appropriate to the weather once again afterwards.

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T

There has been an increasing public awareness and discussion of domestic violence over recent years.

Barely a week now seems to go by without an article or some commentary in the media on the topic.

This increased scrutiny is due to a number of factors, including a much greater policy focus by governments.

The last decade saw a series of high-profile reports around Australia touching on the subject, including a Royal Commission into Family Violence in Victoria.

There has also been an ongoing National Plan to Reduce Violence against Women and their Children (endorsed

What Managers Need to Know About Domestic Violence in the Workplace

by The Council of Australian Governments) since 2010.

Reviewed every four years, it has aimed to address both domestic and family violence as well as sexual assault.

Rosie Battie, Australian of the year in 2015, also played a prominent role in raising awareness of domestic violence in the community as well as advocating for change in this area.

Probably the biggest trigger for organisations to start to seriously think about domestic violence and its impact on the workplace was the Fair Work Commission’s 2018 decision to include unpaid family and domestic violence leave as an entitlement for all Australians 8 | WORKLIFE

working under modern awards.

This promoted the Commonwealth Government to then amend the Fair Work Act to extend this type of leave to all employees as part of the National Employment Standards (NES).

This really made a lot of employers consider for the first time how domestic and family violence might spill over into the workplace and negatively impact employees, not just as an issue that impacts people and communities outside of work.

In reality there a number of reasons why managers and leaders of organisations need to have an understanding of the workplace implications of

domestic and family violence and how to confidently and compassionately deal with it when it arises.

The impact on productivity, from a drop in performance, increased absences and presenteeism are considerable. It’s estimated that the total cost of violence against women and their children in 2015-16 was $22 billion (KPMG Report - The Cost of Violence against Women and their Children in Australia, May 2016). One study in 2011 showed nearly half those experiencing such violence reported it affecting their capacity to get to work. From an economic perspective, it makes sense to have some capacity to thoughtfully

identify and manage these issues when they arise.

Under workplace health and safety provisions, employers have a duty of care to employees. Abusive and controlling behaviours by perpetrators can often continue at work through harassing calls, emails and turning up at the victim’s workplace. For this reason, organisations need to think about how this is covered by policy and procedure and how staff are trained to deal with these sorts of situations.

Lastly, the workplace can offer support by creating a culture that promotes disclosure, enables referral to appropriate services and providing a source of income and financial independence, especially if a person decides to leave an abusive relationship. Managers need to understand the prevalence

of this phenomenon, barriers to details of specialist services. disclosure and how to have a If they are ready, explore next conversation with a staff member steps but remember that they on the subject. need to have ownership of any actions and outcomes.

Here 6 general pointers to keep in mind 1. It’s not always From a There has also been 5. easy to discern privacy perspective, an ongoing National unless there’s an beforehand what range immediate safety Plan to Reduce of factors concern, don’t tell Violence against others. might have led to a drop in Women and their productivity or 6.

How are absenteeism Children (endorsed you taking care of but disclosure yourself? Issues

by The Council can occur such as this can as part of a of Australian be confronting performance Governments) since and often aren’t discussion. resolved overnight.

If unsure, try 2010. Reviewed What is your selfto link any every four years, it support strategy questions both immediately to specific has aimed to address after a conversation behaviours or on a longerboth domestic and and situations you term basis? have noticed family violence and don’t jump as well as sexual 7. For more to conclusions. information on how assault. to build capacity 2. If the issue and confidence to arises at work deal with this issue and there is some evidence at work, the online course is a to suggest a conversation great way to bring managers is warranted (either within up to speed. or outside a performance discussion), think about the environment and timing of the conversation.

3. If disclosure occurs in any context, being non-judgmental and empathetic are critical.

Remember you can’t force disclosure. Try and keep conversation flowing but don’t force the discussion if they don’t want to talk.

4. If there is disclosure and they want your help, be aware of your organisation’s policies and pass on the contact

Authors: James Judge is an Adjunct Associate Professor at the University of Canberra and Director of Australian Human Resource Professionals.

For training on managing family and domestic violence in the workplace, contact admin@thewmhi.com.

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“ …in this world nothing can be said to be certain, except death and taxes.” ~Benjamin Franklin, 1789

What to say and do when people pass away

Words of Condolences

W

ith such certainties, it is interesting that only one of those topics is spoken about often and with candour.

We instinctively experience a sense of what it might feel like when a colleague is impacted by the death of an immediate family or household member, even if we haven’t had a similar experience.

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Brené Brown talks about our tendency to dress rehearse tragedy when things are going well – suggesting that many of us are familiar with the gut-dropping feelings that emerge when we imagine the pain of losing the people and circumstances that bring us joy. When that feeling about an imagined loss becomes intolerable we can make a conscious decision to shake it off.

possibly less-acute experience of grief. Added to this is the uncertainty about how to best express our condolences to the bereaved.

But when we have colleagues who are living that experience, who cannot simply release the imagined loss, we might find ourselves in a different kind of discomfort. Feeling our own sense of what it might be like to experience their loss (having empathy), and perhaps grief from past losses, is a similar though

This is confounded by personal and cultural differences.

Researchers, Jeanne Tsai from Stanford University and Birgit Koopmann-Holm from Santa Clara University, identified that German students were open to expressing the sadness and tragedy of death, whilst American students (of European decent) used positively

Even those with a gift for speaking, or expressive writers, can stare blankly at a condolences card for hours, assessing and reassessing the most appropriate words to express the depth of a feeling that escapes description.

worded phrases (Journal of Personality and Social Psychology, 2014).

It is also helpful to recognise that people grieve in their own time, and the way they deal with grief will be personal. There is Despite these cultural no doubting that the immediate preferences, Chanel Reynolds support and presence in the (founder of website GYST.com) immediate days and weeks describes the irritation she felt after the loss of loved one is an when positive platitudes were appropriate show offered after the If you feel you can, it may of compassion, sudden death of be helpful to you and your however the period her 43 year old of time months husband whilst colleagues if you let them after the loss can cycling. Of the know what you need. It may be the loneliest. phrases she some people responded to be as simple as a group email, For after the first weeks with particular thanking everyone for their of feeling shock, offence were, thoughts and wishes, and intense sadness, or “At least he died incredible busy-ness doing what he expressing that you would like with the distraction loved”, and almost to focus your attention on of the administrative unbelievably, “At least you weren’t your work whilst in the office processes that must be attended to, married for so comes the feeling of long that you can’t loneliness and finality. live without him.” (Insert stunned silence and raised eyebrows.)

Note to self – never start an expression of condolence with the words ‘at least’. It seems unlikely that anyone wants you to point out the benefits of having lost someone close to them.

In an article written for the New York Times, writer Bruce Feiler offers some points on how to express your condolences. The tips include acknowledging that you don’t know what to say, that you are lost for words. Another pointer is to offer a fond memory of the deceased. It can bring some comfort to the bereaved to know that their loved one had an impact on the lives of others. However, Reynolds shared that it wasn’t helpful to her when others shared the impact that hearing of the loss had on them.

This is not a time to share your own experiences of losing someone to cancer, heart attack, accident or whatever other cause of death seems relevant to you. Remove yourself from their experience.

Feiler writes that notes sent on the deceased person’s birthday, or on an anniversary, that show you are still aware of how difficult these times might be are often welcomed.

That said, don’t place a value on how long it is appropriate to experience grief either. Members of a workplace once told of their insistence that a colleague remain away from work for the full twelve weeks of paid maternity leave after she had endured a late-term miscarriage, despite the team member’s desire to return to work earlier. Their response came from a well-intended space - one that had hoped to convey that she take all the time she needed – but without recognising that she had, perhaps, taken the time she could endure and wanted to return to a routine that was familiar and probably a welcome distraction.

Emi Golding and Peter Diaz, authors of Mental Wealth: An Essential Guide to Workplace Mental Health and Wellbeing, suggest that employers exercise

‘Organisational Plasticity’ when it comes to considering leave and work arrangements after loss. This concept of plasticity recognises that black and white policies applied in a consistent and rigid manner can be counterproductive when it applies to the wellbeing of the entire workforce.

A note for managers who are becoming suspicious of the number of grandmothers who have passed away for a particular employee. Whilst the law in many places permits employers to request evidence of the deceased’s passing, it is recommended that the individual and group ramifications of such a request are considered carefully before going down this route.

Finally, some guidance for those returning to the workplace after bereavement, some information to file away and hope you don’t have to call upon. The very personal nature of grief means that knowing what to say, or not to say, or what to do upon your return to work may prevent people from saying anything at all about your loss.

If you feel you can, it may be helpful to you and your colleagues if you let them know what you need. It may be as simple as a group email, thanking everyone for their thoughts and wishes, and expressing that you would like to focus your attention on your work whilst in the office. Or it may be that you share with the team that it is OK the mention the name of the person who has died, or to feel good about continuing to share positive news about their own spouse/child/parent, etc. You may find it helpful to express that your emotions are still unpredictable, and that you want/don’t want comfort if you cry.

If you can articulate what you need, if you know, it will help your colleagues to support you without leaving you to feel isolated or suffocated.

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Judgement Junkies how to recognise the triggers to your judgement addiction

If

you think you aren’t judgmental, you’re in denial!

Don’t believe me? Keep a judgement journal for just one day, I promise you, there’ll be judgement. Judgement is the process of ascribing a value to a person, product, place or circumstance – in simple terms, it’s your opinion.

They can be quite benign judgements, like saying that a coffee was “lovely” when the server comes to collect your cup, or they can be very strong and emotional opinions that align with or serve to justify an emotion that we or others are experiencing, such as “that referee just cost us the championship!”

Popular members of the judgement clan are the phrases ‘should’ and ‘ought to’ and ‘can’t’ and ‘must’. This is true whether these beliefs are aimed at others, or directed inwardly to yourself. In fact, it is common for people who keep a judgement journal to discover that their internal judgements outnumber those of others by around 2:1.

For those who have participated in our signature workshop – The Workplace Mental Health Masterclass for Leaders – you will have heard us talk about judgement as the absence of compassion (in discussions of the Stress Spiral).

Author Gabrielle Bernstein (The Judgement Detox) shares this perspective, identifying judgement with the absence of love.

We engage in judgement for many reasons, which generally stem from wanting to put a framework of certainty around an uncomfortable situation, rather than extending curiosity and exploring the circumstances in greater depth. When confronted, the sooner we can classify, compartmentalize, package up and move away from a situation, the less time we have to feel uncomfortable. Exploring the details by asking curious questions tends to extend conversations and exposure to the circumstance, but contrary to our reactive belief, curiosity will actually decrease the uncertainty and discomfort.

The more emotional and cognitive flexibility we can apply to our interpretation of situations, the more adaptable and resilient we become. Think about a moment when you would typically respond with contempt, or disgust, or frustration. What words do you normally say out loud or to yourself about those times?

“That’s not fair!”

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“It should have been done like this…”

“I shouldn’t have to be responsible for….”

“What is wrong with you?”

“This really sucks!”

“I suck at this!”

Have you used any of those phrases, or something like them before? They are all examples of interpreting and drawing conclusions about people, events or yourself.

What does the compassionate response sound like? How would love respond?

Try these phrases the next time you are in a situation where you might have found yourself indulging a judgement addiction.

“Isn’t that interesting?”

“This is new!”

“How unexpected/ unusual.”

“Let me process this information.”

“I wonder what contributed to this outcome?”

“It might be good to explore this further.”

These phrases, and others like them that open the process to further exploration, are helpful circuitbreakers for judgement. Whilst it is helpful to recognize and catch those judgmental thoughts when they arise, there may be times when shifting to curiosity isn’t enough to remove the ‘burn’ that sometimes accompanies judgmental thoughts.

far more effective when it comes to learning from your experience than simply trying to process it mentally.

How does this judgement make me feel?

Warts and all. Strong? Safe? Better than? Less responsible? It’s important to be completely honest about what you gain from being in judgement. Be prepared for discomfort, because judgement dislikes curiosity. They can’t stand to exist in the same space so even asking how the judgement makes you feel will challenge the judgement.

Why am I justified in this judgement? You may begin to feel the judgement slipping away at this point, but try to hold the space for it long enough to recognize how you have been justifying those unhelpful thoughts. If your judgement is “It’s not fair that I do more work than my colleague”, then your justification might be “Everyone has to do an equal portion of the work if they want the same pay and promotions”.

What moment in my history created this belief?

Bernstein believes that judgement is the byproduct of pain, and that in order to overcome judgement one needs to heal themselves. By recognizing the specific moment in the past when a particular paradigm was created, it becomes easier to acknowledge that it was a historical event – not the present one – that is causing the most discomfort. In the example given above, the judgment may have sprouted from a historical event involving the distribution of praise or rewards between siblings.

If I decided to re-live that historical event in compassion, how would that impact how I felt then, and now? The most certain way to find out, is to imagine that you are observing the historical event from a distance, but this time with compassion. If you are able to find a compassionate approach, then shift from observing the event to experiencing it as if you were there. Be thankful for the learning, and leave the historical event in the past…

Where it belongs.

According to Bernstein, for this, we need a different set of questions. If you decide to keep a judgement journal – and it is recommended if this has caused conflict with people you care about – then write these questions in your journal as you’ll need them when you catch an unhelpful thought.

What am I judging? Take a moment to recognize and record the judgement. Recording it in your journal is WORKLIFE | 13

G ability.

entlemen, let me share a little secret with you. Your appearance of fitness and strength correlates with the opinions others have about your leadership qualities and

Don’t shoot the messenger!

Studies in multiple industries have confirmed this link time and time again. Researchers Larsen, Kearney and Lawson explored the link in over 600 senior-level leaders attending a leadership retreat over a five year time period. Their article, “Fitness and Leadership: Is there a relationship?” published in the Journal of Managerial Psychology (2002) reported findings of a significant relationship between the actual fitness activity and smoking behaviour of participants and the ratings provided by observers (supervisors, peers and direct reports) on two leadership scales. Those who engaged in more physical activity and were nonsmokers rated higher on leadership rating scales than those who were more inactive and smokers. Smokers were rated lower on 14 of the 22 leadership ratings by their bosses than those who had never smoked.

Is this a fair assumption to be made? Maybe not – this study examines leadership ratings by observers and didn’t incorporate a more objective assessment on leadership ability – however it is worth noting that in the fields of social psychology and social anthropology the mass perception is usually accepted by the group as reality, at least in the absence of other reliable data.

What specifically contributes to the appearance of being fit to lead?

Professor Aaron Lukaszewski (“The role of physical formidability in human social status allocation,” published in the Journal of Personality and Social Psychology, 2016, Vol 110). Subjects were shown standardised photographs of men wearing identical clothing to remove the influence of status or wealth indicators, and were asked to predict their leadership ability and status within a consultancy firm.

Leadership ratings increased positively in relation to the size of chest, shoulders and biceps, as well as being influenced by height.

To ensure that attractiveness (a known predictor of perceived leadership ability) hadn’t influenced the ratings, the researchers used photoshop to switch the heads of stronger men onto the bodies of less physically formidable men and vice-versa in a subsequent study. The results remained constant.

Physical strength continued to predict leadership ratings regardless of facial attractiveness.

There is, however, an exception for leadership ratings in men. When subjects perceived the men in the photographs as likely to be aggressive towards others, or strongly self-interested, their ratings on status and leadership fell below those of more gentlelooking men. The researchers offer this as evidence that leadership ratings are underpinned by the belief that the leader is able to cooperatively drive results for the good of the entire community.

And as for female leader ratings – no evidence was found to link fitness or strength to leadership ability or status. Someone pass the pavlova please!

This was examined in a series of studies conducted

by Professor Cameron Anderson and Associate

Your Fitness Could Trump Your Leadership Qualities 14 | WORKLIFE

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