25
a
guidebook
by
CEO
Health
+
Safety
Leadership
Network
Bill Howatt
"Honest and open conversation is key"
It is a common practice for many organizations to promote individuals with excellent
technical knowledge and skills. However, too often, they do not evaluate whether the
individual enjoys working with people or has the interpersonal skills needed for the role.
The ability to support employees' emotional well-being is not a nice-to-have skill set
to be a successful in the future of work – it is a must-have skill. Organizations should
be asking, "Do you like working with people and caring for their needs?"
And it is just as important for individuals to be honest if they don't want the role.
If they do want a management position, but are challenged with the transition, the
manager should talk to their leader about their developmental needs and feelings
and fears.
They can then work together to create a development plan for interpersonal skills
and perhaps establish a mentor opportunity.
The manager should develop self-care skills to protect their mental health, including
developing coping skills, setting boundaries and self-advocating.
They can control stress and time spent in fight-or-flight mode by acknowledging what
they can and cannot control and building awareness of how their skills and behaviour
can positively or negatively impact the team.
