AMAV VICDOC SUMMER 2023 - Magazine - Page 53
I am a
leader
supporting
a team
Leaders are looking to
step up and support their
employees to ensure
that life outside work
is supported and
sustainable
––
CHECK YOUR SELF: WHAT ARE
YOUR OWN EXPERIENCES AND
POTENTIAL BIAS?
—
If you have experienced the transition to
parenthood, this will likely inform how you think
about it and navigate it with others. Were you
able to share the challenges of this transition
at work? Was your workplace supportive? What
were the positive and negatives aspects of the
experience for you? If we can be aware of our
past experiences and how they impacted us;
and we know the assumptions or biases we
bring to the workplace, we are better placed
to positively support our team members.
RESPECT PRIVACY + CONFIDENTIALITY
—
As managers, we are interested in our
colleagues and their career intentions. These
are relevant to leadership pipelines and
workforce planning. It’s also important to be
mindful of the boundaries between personal
and professional life, and what is in and out of
bounds. Strong professional relationships are
best served when leaders are engaged and
caring, but also able to hold their role and
not intrude into personal matters. Know that
your team members will share more with
you if they can trust that you will respect
privacy and confidentiality, and not push
for more information.
ASK PEOPLE WHAT THEY NEED
—
Your responsibility is to look after your team
and ensure that the work of the team is
done effectively and efficiently. Creating a
psychologically safe workplace is part of this
work. Asking people what they need from you
is an open and supportive way to communicate
that you care. Ask yourself — do I think my team
feels comfortable to talk to me about sensitive
issues and ask for support when they need it?
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leadership
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POSSIBLE SOLUTIONS IN TERMS OF
WORKPLACE PRACTICES + POLICIES
—
Workplace policies, especially flexibility, can go
a long way in supporting employees navigating
challenging times. Oftentimes there can be
small ‘tweaks’ to someone’s work set-up and
responsibilities that can support different needs
— such as the transition to parenthood — over
a relevant timeframe. Workplaces are required
to comply with any Enterprise Agreement
and Fair Work Act entitlements but may also
have policies that add to these entitlements
for flexible work work from home and various
types of leave and while the transition from
parenthood doesn't fit this list these types of
leave can provide a relevant framework.
Other flexible work arrangements include:
» Time off for appointments
» Working from home / reduced hours (If this
could be negotiated for a fixed period for
part of the role, however for many clinical
roles this can be difficult to support).
» Temporary change to role and responsibilities
When we are supporting people in
challenging situations, and providing
accommodations for a team member, we
need to be flexible and innovative. We can
frame ideas and suggestions in terms of a
trial period that will be reviewed.
We want team members to talk to us about
what they need to do their work well. We don’t
want them withdrawing, taking sick leave or
leaving a job or the profession because they feel
they can’t do it without those conversations.
Sometimes a desired or ideal solution won’t
be possible, but that doesn’t mean it can’t be
put on the table and considered. Solutions
come from open discussions, and a diversity of
perspectives, knowledge and opinions. We need
a healthy, diverse workforce including parents
and carers. Our leadership toolbox needs a
strong set of skills to support life transitions.
—
VI CD O C SPRI N G 2022
53