Anger management counselling - to help individuals and businesses succeed

Picture the scene: it’s your regular office meeting; the agenda includes sensitive issues, discussions will be detailed and probably contentious; someone will blow their top. If they don’t explode with anger during the meeting, there are likely to be hot-headed discussions afterwards, whether between two protagonists or by drawing more people in support of, or against, the proposition.

Some of your colleagues will retreat, avoiding conflict at all costs; others will give in to unreasonable demands, for a quiet life; sparks will fly between some; sarcasm will spill from the quicker-witted or sharper-tongued; some might resort to swearing or shouting; doors might slam, desks might be thumped – and so might people; a few will shrug or laugh it off; one or two will deftly defuse the tricky situation using calm, diplomatic words and finding amicable solutions.

The effect of anger – and the effect of anticipating it – can have far-reaching ramifications, seriously affecting people at work, reducing their morale, performance and effectiveness (driving them home or to drink or drugs, or into eating disorders or addiction) and affecting the success of the business.

How do you manage anger, whether you are the one who is dishing it out or if you are on the receiving end? What’s the best course of action in either case – and how do you achieve it?

Anger has its ramifications but it would be wrong to see it only as a cause. It is a symptom. There is always a reason why anger is triggered – long-standing disappointments or resentments; frustration; grief (of a person, or loss of a job or status); stress (from having too much to do, or not enough); being held back or unsupported; promotion to an unmanageable level; unachievable demands. It can also be a side-effect of drugs, or of medical or physical conditions such as depression, pre-menstrual tension or the menopause. Exploring the route that leads to the root of its cause is essential if it is to be managed successfully to reduce its impact on the performance of individuals and teams as well as on the organisation and business.

Anger management counselling is increasingly used at work – one to one and in groups, for individuals or teams. Exploring the reasons for the anger, helping individuals deal with their angry feelings in a constructive, rather than destructive, way, or showing how anger can be useful when it is channelled towards a positive outcome can help reduce the occurrence of anger and its effects.

Cognitive behaviour therapy (CBT) can be a particularly effective form of anger management counselling. It helps individuals recognise the thoughts that trigger the anger and, because it is a practical therapy, learn to change their thinking patterns and therefore their behaviour. It might also be necessary to use other therapies – providing what is best for each individual or depending on the situation.

If you would like advice on how to minimise the effects of anger in your workplace, do get in touch. We will help you identify what is needed, for individuals and for the business; advise you on practices and policies to adopt for the longer term; and provide the most appropriate professional support and guidance for each individual or situation.

16/05/2011 | Posted in Absenteeism, Conflict, Counselling, Morale, Performance, Stress, Success,

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When work doesn’t work any more

With employment news hitting the headlines again it is appropriate to reflect on how people are affected when their jobs are at risk or when relationships – usually between those in charge and those who work for them – break down.

• Today, the army has told 38 people their jobs will end in 12 months’ time – and it has done so by email. The army’s assistant general chief of staff and the government have apologised for the unacceptable way in which they broke the news to the long-serving soldiers.
  
• This week, the RAF announced that about 50 of its trainee pilots could face redundancy and that it will not take any new students next year, ending the careers of people whose hopes seemed built on strong foundations, and disappointing others who had seen a positive future.
  
• Throughout this month, widespread media coverage has been given to the fact that the future of our libraries is at risk, potentially putting thousands of librarians out of work.
  
• And, again this month, the long-running dispute at British Airways filled more column inches when its recent ballot was declared unlawful, creating more uncertainties for cabin crew whose jobs are under threat.
  

 

These high profile cases have attracted sympathy from the public; there is a collective understanding of the disappointment, frustrations and irritations those affected must feel. But, for most people whose jobs are unsatisfactory or at risk, or whose relationships at work have deteriorated, there is no guarantee of understanding from anyone; their bosses, colleagues, family, friends might be too preoccupied by their own work or home lives to provide support.

At work, the highs and lows reverse: when morale dips and motivation wanes, production falls and absenteeism rises. Diffidence increases, tensions heighten, commitment slumps. Managers might not be equipped to manage these new situations or ask for help; respect for them dissipates; their achievements come under closer scrutiny – they, too, struggle to keep up the pace.

The private lives of the people whose jobs are at risk might also fall apart creating tensions, conflict, stress, a withdrawal from normal life and perhaps a drift into risky behaviour.

Professional advice – coaching, counselling, mentoring, mediation, training – can help individuals, individually or in teams, by building confidence, inspiring people, reducing conflict. It can also create a business shift – providing strategic advice on workplace policies, building skills for handling difficult situations or people, devising policies and practices that engender focus, build confidence, strengthen leadership and reshape the corporate culture

In all four examples highlighted above, professional support could create huge positive shifts for the people – and for the organisations – involved.

 

15/02/2011 | Posted in Training, Strategic advice, Productivity, Policy development, Performance, Morale, Mediation, Leadership, Counselling, Conflict, Confidence, Commitment, Coaching, Absenteeism,

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