Mental Health Early Intervention W www.p2group.com.au Mental Health Early Intervention Presenter: Brianna Cattanach Workplace Training & Projects Coordinator // Senior Occupational Therapist

Developing an Effective Mental Health Early Intervention Process Organisational prioritisation and goal setting Development of workplace policy and resources Development of key incident response strategy Management training and skills building Team member training and resilience building Post-incident mental health supports and acknowledgement Identification of industry specific risks, incidents and trends

The Big Three Perceived workplace stress and concerns regarding workload and demands Exposure to instances of Occupational Violence and Aggression and Trauma Challenging Interpersonal Relationships within the workplace and experience of Bullying and Harassment

The Mental Health Continuum A bad day A bad day due to challenging circumstances in a person’s life may have a short-term impact on their thoughts, feelings, behaviour and interactions and is considered an expected initial response to an emotionally demanding situation; The Mental Health Continuum

A mental health problem When bad days outnumber the good, a person may be experiencing… A bad day A mental health problem A mental health problem which occurs when a person is experiencing symptoms of a mental illness which do not meet the criteria for a formal diagnosis however may impact on their thoughts, feelings, behaviours and relationships; A bad day due to challenging circumstances in a person’s life may have a short-term impact on their thoughts, feelings, behaviour and interactions and is considered an expected initial response to an emotionally demanding situation; The Mental Health Continuum

A mental health problem When bad days outnumber the good, a person may be experiencing… A bad day A mental health problem A mental health problem which occurs when a person is experiencing symptoms of a mental illness which do not meet the criteria for a formal diagnosis however may impact on their thoughts, feelings, behaviours and relationships; A mental illness A diagnosable mental illness which is a health condition that causes a person significant distress or difficulty in functioning and will likely affect their thoughts, feelings, behaviour and relationships. A bad day due to challenging circumstances in a person’s life may have a short-term impact on their thoughts, feelings, behaviour and interactions and is considered an expected initial response to an emotionally demanding situation; The Mental Health Continuum Unsupported, a mental health problem can develop into…

Key Roles in Enhancing Mental Health Culture

Leaders and Executives Ensure that policy and procedures are designed to support the health and wellbeing of workers and are consistently implemented Set management KPI’s regarding worker wellbeing and provide support with this aim Provide an open door policy offering timely, respectful and thoughtful support Encourage an open and thorough reporting process and address any negative perceptions regarding reporting Take a consultative and collaborative approach to incident investigations and improvements Leaders and Executives

Own Your Mental Health Agenda Prioritise, communicate and action positive health and wellbeing goals for your organisation, such as Improving worker attendance and use of planned leave Increasing productivity Improving worker satisfaction outcomes Improving workplace culture and relationships Increasing the focus on early intervention and positive mental health strategies Minimising the ongoing impacts of trauma and OVA

Know their team and are able to identify the early warning signs of a worker who is struggling Genuinely prioritise worker wellbeing and communicate this priority to their team Provide immediate and as required ongoing support of an emotional and practical nature following instances of OVA Be curious not furious when investigating and responding to worker involvement in OVA incidents Make information regarding supports and assistance available at all times and educate workers before a crisis People Managers

Stigma and Mental Illness Identification of early warning signs and changes in team members C Conduct a care conversation focusing on compassion and support A Access professional supports and encourage help seeking R Recovery through work is prioritised with consideration of short term supports E Encouraging self management and accountability

Identification of Early Warning Signs Facilitated discussion regarding potential early warning signs and pervious experiences of leaders

Identifying Early Warning Signs Changes in mood Loss of enjoyment and motivation Changes in behaviour Changes in appearance Increased fatigue and difficulty concentrating Change in personal and work based routines Reduced productivity and performance Changes to personal circumstances Include some imagery and make more interactive

Conduct a Care Conversation

Understand the Situation Initiate the Conversation G.U.I.D.E Get Ready Understand the Situation Initiate the Conversation Try Different Approaches Evaluate and Reflect

Ensure you have Supportive Underlying Structures &Culture Get Ready Five minutes of time to check in with each team member and ask “are you okay” every five days Thirty minutes to check in with each team member regarding their health, wellbeing and work demands and identify any concerns every thirty days Key points: Know your team Be aware of changes to team members health and wellbeing 5 in 5 // 30 in 30 Understand leaders have a duty of care to provide a safe working environment Understand the difference between health and performance Become familiar with the tools available to you Find out what help is available Monthly one on ones and devlopment planning

Understand the Situation and Plan the Conversation The who The what The when The where, and The why Key points: Who is the best person to approach the team member? What is the best time and place to talk? What is the best way to commence the conversation? Consider team members privacy and comfort levels

Take the Time to have a Care Conversation Initiate the Conversation Focus your effort on genuine concern about health; set up a care space not a threatening space Key points: Focus your effort on genuine concern about health; set up a care space not a threatening space Avoid making assumptions or diagnosis; use observations Prioritise listening and bare uncomfortable silences Use open-ended, non-judgemental language

Every Conversation is Different Consider Different Approaches Consider alternative communication styles Let the team member know what help is available Look for opportunities to collaboratively problem solve and explore short term supports Key points: Don’t be disheartened if things don’t go as planned Consider alternative communication styles Let the team member know what help is available Look for opportunities to collaboratively problem solve and explore short term supports Respond confidently and empathetically to any concerns or issues raised Address health as a separate issue to performance Leave the door open for future discussion

Continue to Consider the Needs of Everyone Involved in the Situation Evaluate and Reflect Monitor team member wellbeing Communicate transparently but respectfully with the broader team Consider personal wellbeing and the need for supports Key points: Follow up Try and try again Get support for yourself Consider the needs of other team members, especially if adjustment have been made to workload Accept the team members decision

Access to Professional Supports

“A conversation can change a life” Accessing Professional Support “A conversation can change a life” Gavin Larkin, Founder R U OK? Employer funded EAP services via telephone or in person Onsite post-incident debriefing Online wellbeing resources Discretionary early intervention positive mental health programs spend Mental health call centres and support groups Mental Health Plans - Medicare

Recovery Through Work

Supporting Workplace Wellbeing Acknowledgement Empathy for their experience Reiteration of their personal value Flexibility With work demands With working hours and leave Space Reduced social demands A support person Permission To access supports Normalisation of the support process Collaboration Choice Ask what they need? Supporting Workplace Wellbeing

Everything is going great! Building a Common Language Everything is going great! “What’s Your Number?” 1 2 3 4 5 6 7 8 9 10 I’m feeling a little anxious today and didn’t sleep well so I’m kind of distractible and tired Tool for leaders to discretely check in with team members or to establish a team wellbeing language It’s been a really hectic day at work and nobody gave me a hand or checked in to see how I was going

Encouraging Self-Management

Take personal responsibility for wellbeing including the routine implementation of self-care strategies to maintain positive mental health Recognise the impacts of challenging workplace events and demonstrate insight into personal coping Actively seek support and assistance and report or discuss any workplace concerns Follow outlined policies and procedures regarding mental wellbeing Participate collaboratively in developing a positive workplace culture including providing support to others Workers

EAP and Professional Support Mindfulness Peer Support Organisation and Goal Setting Work Life Balance Employment Relaxation

Replenishing MY Emotional Energy Bank Replenishing Your Emotional Energy Bank Replenishing MY Emotional Energy Bank Physical Walking Yoga Group exercise Social Joining a group or club Eating with others Cognitive Being creative Reading Learning something new Spiritual Using annual leave Practicing mindfulness Find something you love to do Find people you love to do it with Make it a part of your routine Activity – What fuels my emotional energy bank? Individually working from Emotional Energy Bank working sheet Participants to consider and document the physical, social, cognitive and spiritual activities which keep them well.

Mindfulness

Thank you Questions Presenter: T 03 9818 8914 W www.p2group.com.au Brianna Cattanach Workplace Training & Projects Coordinator // Senior Occupational Therapist