Course Title: Managing People at Work who are Stressed, Anxious or Depressed. Part 2
Subject category: Mental Health: Management Skills
Course aim: The aim of this course is to build on the skills that were learnt on day 1. On this
second course, we look closely at the manager’s role, and seek to explain the ‘difficult’,
‘resistant’ or ‘circular’ behaviour of workers who are stressed, anxious or depressed via a
number of models. These then suggest specific ways of managing these situations in a way
that benefits the staff and the organisation.
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Course overview: Most managers have at times struggled to manage staff who are
stressed, anxious or depressed. Managers often worry that if they raise an issue, they might
make it worse; or they might hope that the ‘least said, soonest mended’; or it might be that
the culture at work is such that emotional issues aren’t ever discussed. Yet the government
expects organisations to manage stress at work, and to take steps to minimise it. This
course provides managers with models and skills to do just that and whole lot more.
Pre course requirements: Attendance on the course: Managing People at Work who are
Stressed, Anxious or Depressed. Part 1.
Name of trainer: Stephen Brogan
Who should attend: Anyone who has attended Part 1.
Course level: Level Two (Intermediary)
What you will learn:
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The role of the manager with regard to staff who are stressed, anxious or depressed
What hinders managers from raising these topics with staff
Why is it important to raise these topics
How to raise them in a way that is unambiguous but not punitive
The Drama Triangle as an explanation for workplace problems
Carl Rogers and vulnerable people
How to give constructive criticism
How to negotiate
Course timings: This one day course will run from 10am to 4.30pm with short comfort
breaks in the morning and afternoon and a one hour lunch break.
Programme:
10.00am
Welcome, introductions, housekeeping and ground rules
10.20am
Managing people who present as stressed, anxious or depressed: a brief
re-cap from Day 1
10.35am
The manager’s role: what is the manager’s role? Why do managers
sometimes avoid raising subjects with staff to do with stress, anxiety and
depression? How can we raise these topics professionally? Why do we need
to do this?
11.30am
Break
11.45am
Gaining insight into managing people who are vulnerable: Carl Rogers
and The Drama Triangle; applying theory to practice
1.00pm
Lunch
2.00pm
Case study: the specific skills that are needed when managing a
vulnerable worker: how to give constructive criticism, how to negotiate, and
how to support
3.00pm
Break
3.15pm
Feedback from case study
3.30pm
Role plays: using these skills
4.15pm
De-brief, review and evaluation
4.30pm
Close