Canadian HR Reporter

CANADIAN HR REPORTER September 18, 2017 10 EXECUTIVE SERIES/NEWS Do managers need to learn 'elephant speak' when working with their employees? In Dalton Kehoe's view, managers rely on analytical and controlling styles in their interactions with employees. His prem- ise is that employee engagement can be enhanced by drawing on neuroscience learning related to 1) the emotional, un- conscious, behavioural self (the elephant) that governs day-to-day behav- iour and 2) the rational, conscious, controlling self (the rider) who looks at the present and future in an analytical way, consider- ing options, and evaluating their consequences. If managers can tap into employee needs for connectivity, compli- ments, consideration from oth- ers, and choice, then that should lead to employees being more open and trusting, less fearful and resistant, and less reliant on rote responses. So, what about managers and the "elephant" mind that drives them? What is their engagement in the management process? Do managers need to just learn "el- ephant speak" when working with employees, or is there more at stake? Managers tend to conform to the traditional role of control- ling work. Regardless of training, reading or coaching, managers have a tendency to describe their role in terms of accountabilities, deliverables and other rational metrics. ey believe those above them expect it but, more importantly, employees have been conditioned to expect controlling behaviour from managers, even if it makes them uncomfortable or resistant. Managers tell and employees do as told. Connectivity for managers is two-fold. Managers are a conduit and part of both the broader or- ganization and, at the same time, their own team. ey need to feel connected to both. Their behavioural responses must be broad enough to estab- lish a connection and affinity with peers and those up the organiza- tion, as well as with their team. If the connection to either is bro- ken, they feel a loss. ey need to believe they are a part of both realms. Managers look for affirma- tion of their value just as other employees do. Traditionally, af- firmation of value has been seen as recognition from peers and, more importantly, superiors in the organization structure. is limits the reward options. If managers are able to engage with employees on the team in a way that feels both genuinely valued and mutually supporting, then they can boost their self- esteem beyond the top-down or formal rewards systems. Managers need to be able to make choices. Having this free- dom provides managers with the ability to reduce risk in their par- ticular situation. It serves to focus the conscious, analytical mind. Choice reinforces engaged ownership and accountability. Where choice is not available, the manager may unconsciously become passive in performance of their role — a "not my job" attitude. Managers, regardless of expe- rience or natural style, will con- form. No manager wants to stick out too much, even in good ways. ey will think that not being like others, especially superiors, is akin to putting themselves at risk. e tendency towards conformity is part of trying to maintain con- nectivity with other parts of the organization. is tendency underlines the need to have a cultural environ- ment attuned to the emotional as well as rational operation of the organization. Without cultural underpin- ning, employee engagement sim- ply will not stick. Engagement is not just some- thing managers do. Engagement is something that emerges in an environment that recognizes the "elephant brain" — feelings and behaviours really in charge of day- to-day activity. Creating an environment sup- portive of engagement is as im- portant for managers as for any other employees. For an organization to truly make this cultural shift is no small task. Behaviours and beliefs are not formed by reason but grow from experience, and they must be influenced by new experiences and processes over time that cre- ate and maintain recognition of a common bond, a desire to add value, and a sense of security in dealing with both the current and expected future situations. Karen Gorsline is SCNetwork's lead commentator on strategic capability and leads HR Initiatives, a consult- ing practice focused on facilitation and tailored HR initiatives. Toronto- based, she has taught HR planning, held senior roles in strategy and poli- cy, managed a large decentralized HR function and directed a small busi- ness. She can be reached at gorslin@ pathcom.com. Karen Gorsline Strategic Capability from CCHS to health records at ICES to identify those people who had a new case of heart disease from the years 2003 to 2015. During this period, 3.4 per cent of the study group developed heart disease and, without taking any other factors into account, the risk of heart disease was higher among people whose jobs required mostly standing (6.6 per cent) than among people whose jobs involved mostly sitting (2.8 per cent). Even after adjusting for a wide range of factors — such as age, gender, education, ethnicity, marital status, health conditions, health behaviour and work — the risk of heart disease was twice as high for people who primarily stood on the job. ere are three main mecha- nisms involved when it comes to standing and the human body, ac- cording to Smith. ere's a pooling of blood that occurs in the legs when standing, because of gravity, and then most of the blood is pumped back to the heart, so there's an increase in ve- nous pressure. ere are also increases in oxi- dated stress, related to the level of antioxidants in the blood that oc- curs due to the pooling of blood and increased venous pressures. Over a prolonged period of time, those factors can lead to an increased risk of cardiovascular disease. e study's results are consis- tent with what the Canadian Cen- tre for Occupational Health and Safety (CCOHS) has been saying, but takes it to that next step by ac- tually looking at health outcomes, said Jan Chappel, senior technical specialist at CCOHS. "Traditionally, we've said, 'You'll get sore feet, your legs will swell, muscle fatigue' and people notice when they're tired," she said. "If you're just standing, not walking, but just standing, your blood will pool and you get in- flammation in your veins, and now they're saying you're twice as likely to get heart disease, so you can see where they would be linked." While recently there has been more concern around too much sitting at work, the evidence around the risk factors is pretty weak, said Smith. And the message that having a sit-stand desk is somehow going to reduce your risk of long-term health conditions has been misin- terpreted, he said. "ere isn't any evidence that standing a little bit more if you're in a sitting occupation will reduce your risk of long-term health conditions. ere's evidence it's important around people with chronic back pain; there is some evidence it does increase creativ- ity and productivity, but there isn't any long-term evidence." But there has not been a lot of attention paid to those occupa- tions requiring prolonged stand- ing, he said. "ere hasn't been, really, any public health messages around people who stand a lot, and pro- viding them with opportunities to sit a lot." Potential solutions For the most part, people stand- ing all day in the workplace don't really think about the risks, they just do the job — despite sore backs, sore legs and fatigue, ac- cording to Chris Watson, senior health and safety representative at United Food and Commercial Workers (UFCW), Local 175 in Cambridge, Ont. But there are several approach- es that could help alleviate the sit- uation, he said, such as ergonomic assessments by employers. "If they follow through with some of the recommendations… it may help alleviate some of the stress that's put on the body at that time." Job rotations could also help by altering the positions of the body, along with changing the floor sur- face people are standing on, and ensuring proper footwear is worn, said Watson. However, some employers aren't so keen to use ergo mats as they can be a tripping hazard or contain bacteria, he said. Even initiating an exercise pro- gram at the start of the day could help people warm up before their shifts, said Watson. "It's got to come from the em- ployer and work its way down." Changing culture But it's also about changing the culture, changing habits and per- ceptions. In England, for example, cashiers often have a sit-stand stool, he said. "That's an accepted practice over there." Both perceptions and the need to always stand in a job need to change, said Smith. "It is quite a North American phenomenon, this necessity for service occupations to stand… it's not necessary in a lot of situations and it's a detriment to people's health." In sales and service occupa- tions, there's a perception that if people are sitting, they're bored or disinterested — but that doesn't have to be the case, according to Smith. "If we think about prolonged standing as a risk factor, we could easily provide people in service occupations with stools and if we just change the public perception that… just because someone is sitting doesn't mean they're not interested in talking with you or not interested in serving you." Simple solutions such as chairs, rest breaks or rotations would help, said Smith. "We're not saying that people should sit down, we're saying that certainly being in a prolonged, fixed position in any occupation is probably going to be bad for you, and what we want to try and do is have employers give people the flexibility to be able to get into different body positions that feel comfortable for them throughout the day." e solution lies somewhere in- between sitting and standing, and it's about providing flexibility, said Chappel. "e employer needs to give (workers) the mechanisms to do that, so you can get away from your work station for 10 minutes an hour and whether it's go to the bathroom, do some filing, what- ever, but get up and walk a bit, instead of just being glued to your station, whether you're sitting or standing," she said. "at very much relates to giv- ing people a little bit of control over what their day is going to be like, what they get done when — those factors go a long way to helping people to at least feel more comfortable at work." "We want employers to give people the flexibility to be able to get into different body positions that feel comfortable throughout the day." Benefits of sit-stand desks misinterpreted: Scientist STANDING < pg. 1 Creating an environment supportive of engagement is as important for managers as for any other employees.

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