1. Mental Health Early InterventionW
Mental Health Early Intervention
Presenter:
Brianna Cattanach
Workplace Training & Projects Coordinator //
Senior Occupational Therapist

2. 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

3. 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

4. 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

5. 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

6. 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…

7. Key Roles in Enhancing Mental Health Culture

8. 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

9. 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

10. 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

11. 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

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

13. 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

14. Conduct a Care Conversation

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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

21. Access to Professional Supports

22. “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

23. Recovery Through Work

24. 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

25. 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

26. Encouraging
Self-Management

27. 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

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

29. 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.

30. Mindfulness

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