Newport & Wildman wishes you all the best for the Festive Season. We appreciate the opportunity to be your pro-active mental health and wellbeing service and would like to thank you for continuing your partnership with us. Through utilising the service, you have helped make the lives of vulnerable children and families a little easier. As a profit-for-purpose organisation our surplus profits go to programs that support vulnerable women and children. For more information about the H.O.P.E. Program, see here.

Please be assured our counselling and onsite services are available 24/7, 365 days a year however our other business functions observe the Australian public holidays and a break from 26th December to 13th January 2023. Contact Newport & Wildman on 1800 650 204.

Shari Walton, Organisational Development Consultant

The term emotional intelligence was popularized in 1995 by psychologist and behavioural science journalist Dr. Daniel Goleman in his book, Emotional Intelligence. Dr. Goleman described emotional intelligence as a person's ability to manage his feelings so that those feelings are expressed appropriately and effectively. Goleman’s Emotional Intelligence Framework contains four components.

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Some suggestions for how to embed key components from each of the four quadrants are outlined below.

Self-awareness strategies include:

1. Keep a journal
2. Slow down
3. Step away and find perspective
4. Practice optimism

Social Awareness suggestions include developing:

1. Empathy: Builds human connection through understanding others' emotions.
2. Service orientation: Assist staff personal development and explore issues impacting on others personal development and growth. How and where do you add value to your employees, colleagues, team members?
3. Organisational Awareness: Understanding the dynamics of your team – who are the influencers? How are their strengths capitalized within your team?

Self-management includes 6 subcategories: emotional self-control, trustworthiness, contentiousness, adaptability, achievement, and initiative. Suggestions for self management actions to explore:

1. Regulate your emotional responses in your interactions with others.
2. Find your calm in the situation
3. Remove judgements and assumptions
4. Respond in a controlled manner

Relationship management includes 8 subcategories:

1. Developing Others – recognise strengths and offering challenges.
2. Influence - build consensus and support - focus on what is important to others
3. Communication - ensure the right emotional tone is used.
4. Conflict Management - realizing when a situation is heading towards conflict and taking quick and decisive action to resolve it.
5. Leadership - be the person that others choose to follow.
6. Change Catalyst - question established ideals and initiate new ideas, recognizing when change is needed.
7. Building Bonds - by cultivating an extensive network of colleagues, acquaintances, and friends that has mutual benefit.
8. Teamwork and Collaboration - defining your success criteria in such a way that everyone can make their own unique and valued contribution.

The most effective influencers and leaders integrate 4 or more of the above characteristics regularly into their leadership practice. For more information, reach out to the Newport & Wildman Team to arrange a consult with our Organisational Development Team.

To arrange a counselling appointment, call Newport & Wildman on 1800 650 204.

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Shari Walton is an enthusiastic solution-focused senior Organisation Development Consultant with extensive experience designing, developing, and implementing a broad range of Leadership Development, Talent Management, and other Learning and Organisation Development interventions that drive change and support individual, team, and business success.

Shari has over 30 years’ experience in the organisation development field across Finance, IT and Higher Education sectors. This experience is complemented with formal qualifications in Human Resources, Learning & Development, Executive Coaching, along with a Graduation Diploma in Communication Management, and a Diploma in Holistic Wellness Coaching.

This November Support Act is partnering with triple j and the Australian Recording Industry Association for AusMusic T-Shirt Day. It's a great way to show support for Australian music - and the people who make it. The day will be held on Friday the 18th of November and will help raise funds to provide crisis relief and mental health services to artists, crew and music workers who are doing it tough.

"Ausmusic T-Shirt Day is an annual day of fun and awareness to celebrate Aussie music and raise urgently-needed funds for music workers in crisis. After the last few shocking years of bushfires, pandemic, floods and now the sky high cost of living, the music industry needs your help more than ever before." Visit the AusMusic T-shirt Day Website here.

The Support Act Wellbeing Helpline is a free, confidential counselling service that is available to anyone working in Australian music (all genres), or the Australian Performing Arts, who needs to talk to someone about any aspect of their wellbeing. It is delivered in partnership with AccessEAP, and is staffed by professional counsellors who offer expertise in all areas related to mental health (e.g. depression, anxiety, addiction) as well as issues which can be mental health-related (such as loneliness, relationship breakdown, financial worries, illness and workplace conflict).

The service is accessible 24 hours a day, 365 days per year by calling 1800 959 500 within Australia. Find out more information about the Support Act Wellbeing Helpline here.

November 18th is White Ribbon Day. It's an opportunity to bring people together – in person or online - to raise awareness and commit to action to prevent violence against women. Learn more about the day and how you can keep the momentum going forward on the White Ribbon Website here.

On October 17^th State and Federal governments released the National Plan to end violence against women and children. This is a 10-year plan that includes a framework of actions to end violence against women and children in one generation. It highlights how all parts of society including governments, business and workplaces, media, schools, and communities must work together towards a shared vision of ending gender-based violence.

Read more about the plan and how Newport & Wildman can support you and your organisation in our article- Release of the National Plan to End Violence Against Women and Children 2022-2032.

We’ve all done it. It seemed like the right thing to say or do at the time – maybe we thought it would sound witty or be deeply appreciated. Or maybe it was a knee-jerk reaction. Whatever the circumstance, we have all experienced those moments when the outcome is so very different to what we imagined, and then when we ask ourselves “Why did I just do that?” we don’t have an answer… and we then criticise ourselves for acting in the way we did.

A lot of those moments come down to not paying thoughtful attention to our and others’ emotions. Emotional Intelligence is “The ability to monitor your own and others’ feelings, to discriminate among them, and to use this information to guide your thinking and actions” (Salovey & Mayer, 1990).

Let’s unpack that.

First, it’s the ability to be aware that you or someone else is feeling something. We are always feeling something. Even feeling neutral about something is feeling something. So it’s the ability to recognise that feelings are always with us and to pay attention to this.

Second, it’s the ability to discriminate what you or someone else is feeling. You notice you are feeling something, and then you pause and ask yourself – what is that? Aim to put a label to it. Is that tightening in your stomach anger, anxiety or excitement? When we practice, we can get quite good at assigning labels to emotions. We might be able to label an emotion as ‘embarrassed anger’ or ‘nervous anxiety’ or ‘fearful excitement.’ Getting more fine-grained in identifying how we and others might be feeling helps us with the next step.

Third, we treat emotional information as data. In other words, we use our emotions and our perception of others’ emotions to inform us about what is going on, and then use that information to help guide what we say or do next. Emotions evolved as ways to let us know what is important to us and what actions to take. But not including our emotional data from a thoughtful approach as to what is the next step can lead to us regretting that next step. Feeling angry and simply shouting at someone, or feeling nervous and running from the room are not actions that are going to lead to you being valued in the workplace. So Emotional Intelligence is making thoughtful use of our emotions and our perception of others’ emotions to inform what we do next and how we treat others.

For more information see our tip sheet Building Emotional Intelligence on the AccessMyEAP App. Human emotions have evolved over millions of years to help us make good decisions. Ignoring them just doesn’t make sense.

To arrange an appointment, please call Newport & WIldman on 1800 650 204.

Stephen Malloch, Senior Clinician

Photo by Ann H

Marcela Slepica, Director, Clinical Services

On October 17^th State and Federal governments released the National Plan to end violence against women and children. This is a 10-year plan that includes a framework of actions to end violence against women and children in one generation. It highlights how all parts of society including governments, business and workplaces, media, schools, and communities must work together towards a shared vision of ending gender-based violence.

The statistics are very confronting. 1 in 3 women has experienced physical violence since the age of 15, 1 in 5 has experienced sexual violence and on average 1 woman is killed by an intimate partner every 10 days. The rates are higher for certain groups such as Aboriginal and Torres Strait Islander women¹. To address these staggering figures, the National Plan has 4 domains: Prevention, Early Intervention, Response and Recovery, and Healing.  The government is working on clear action plans with the first plan to be released in early 2023.

Newport & Wildman are very supportive of this National Plan. We continue to provide domestic and family violence counselling and deliver accredited training to organisations around Australia. As a part of our social purpose, we recognise the importance of addressing this issue and in providing vital clinical support for people in need. We encourage all organisations to think about their role and what they can do.

So what can your organisation do? Prevention includes raising awareness and educating your people about domestic and family violence. Organisations also have a role in the Response and Recovery domain. On the 27^th October, the Federal Government amended the Fair Work Act and passed a law that all employees will be entitled to 10 days paid Domestic Violence leave. This law comes into effect in February 2023.

We know that this is a very confronting and complicated issue. Newport & Wildman are here to support organisations and their people. We have renewed our accreditation, and as a White Ribbon Approved Training Partner, we facilitate White Ribbon training for People Leaders in organisations who are undergoing their own accreditation process. We also offer our own Domestic & Family Violence Training for Employees and Leaders.

With White Ribbon Day approaching on the 18th of November and the United Nations International Day for the Elimination of Violence against Women on the 25^th, it’s an important time to take action now and beyond these awareness days.

If you would like to have a conversation around supporting your people and raising awareness around Domestic & Family Violence, please reach out to Newport & Wildman on 1800 650 204. As always, our people are here to help support you and your people be their best in life and work.

¹ABS 2016 Personal Safety Plan

Anthony Bui, Learning and Development Advisor

“Mindfulness is the awareness that arises through paying attention in a particular way: on purpose, in the present moment, and non-judgmentally” American Professor Jon Kabat-Zinn

How often do we spend time dwelling on past events or worrying about the future? Are we connected to what’s going on in the present or busy indulging in other thoughts? How does this affect our ability to stay calm in tense situations at work or within our relationships? How does this impact on our approach to leadership?

Mindfulness is being aware, accepting and not judging or attaching. It doesn’t mean being a passive observer, rather that we acknowledge what we are feeling or thinking and allow the space to respond constructively.

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Mindfulness allows us to decrease stress and anxiety by reducing reactivity and increasing response flexibility, improving our ability to empathise with others, developing our ability for self and other compassion and increasing our self-awareness of our emotions.

Ways to start practising mindfulness at work include:

• Doing one task at a time. Taking the time to attend to an individual task without paying attention to other competing tasks.

• Walking between meetings and taking the opportunity to be aware of our surroundings in terms of what we see, what we hear, and what we feel.

• Being present when interacting with a colleague in a meeting. This may mean allowing ourselves to focus fully on our colleagues, providing space for them to express themselves and not getting distracted by other sounds in the room, or thoughts.

• Taking time to eat lunch mindfully. Pay attention to the taste, the textures, and the smells of the food we are eating. Slow down chewing and savour your food.

• Starting and ending the workday by “returning to the breath”. Spending 10 minutes focusing on breathing, is a great way to centre yourself for the day ahead, or to draw the day to a close.

Introducing mindfulness to our lives will greatly enhance our work and relationships and personal satisfaction. It will propel us to value, enjoy and appreciate every moment we have of every day. For more information or support on our training offering, reach out to the Newport & Wildman Team to arrange a consult with our Organisational Development Team. To arrange a counselling appointment, call Newport & Wildman on 1800 650 204.

Anthony Bui is a Learning and Development Advisor with experience in ensuring customer learning and development needs are actualised. This includes experience with developing and designing course content and innovating training programs to further business success. He is passionate about developing leadership skills, communication skills and promoting positive mental health in the workplace. Anthony has completed the Bachelor of Counselling (Coaching) and is a regular member of Men’s Table. With work experience in blue-collared industries, he hopes to encourage positive mental health practices for men.

Pixels Photo by Yan Krukov

Newport & Wildman is proudly part of AccessEAP.

Our Reconciliation Action Plan is an important part of our journey of cultural responsiveness and sensitivity, enabling us to sustainably and strategically take meaningful action to advance reconciliation.

We recognise the need to offer the opportunity to speak with an Aboriginal or Torres Strait Islander Counsellor or a Culturally Sensitive Counsellor. We have an Aboriginal and Torres Strait Islander Peoples Dedicated Support Line to facilitate a culturally safe experience for Aboriginal and Torres Strait Islander Peoples. We partner with a range of Aboriginal and Torres Strait Islander Organisations and are currently offering EAP services to the staff of an Aboriginal community organisation, working with them to ensure our training is culturally appropriate and is being delivered by either an Indigenous facilitator or co-facilitator.

We are on this path with the guidance of Aunty Gail Daylight, a proud and strong Aboriginal woman from the Kamilaroi Nation.

 Aunty Gail is a proud and strong Aboriginal woman from the Kamilaroi Nation, is married and has 2 children and 2 grandchildren.

She has worked within Aboriginal health since 1978.

Throughout Aunty Gail’s working career, she has been involved in the drafting, development mentoring and monitoring of many Reconciliation Action Plans for both government (GO) and non government (NGO) sector.

Title: Mum + Dad

Artist: Kayelene Slater

The story shows Aunty Gail’s Mum & Dad with their 14 children.

Aunty Gail is the 6^th symbol from the bottom right and is shown between her 2 brothers who have spears beside them.

Newport & Wildman acknowledge Aboriginal and Torres Strait Islander Peoples as the First Peoples of the lands we live and work on throughout Australia. We recognise their continuing connection to land, waters, culture and community as we pay our respects to the Elders past, present and future. We extend that respect to all Aboriginal and Torres Strait Islander Peoples who connect with this page.

The words ‘Self-Care’ are used to describe those things we do to sustain ourselves through difficulties and help us feel buoyant. A useful way to think of it is that we have various ways in which we can nourish ourselves. There’s the way that is most obvious – the food we eat.  And then there are other ways – the music we listen to, the books that we read, the artwork and scenery that we look at, the conversations that we engage in. All these activities feed us through our senses.

How to start:

1. Take a moment to remember a conversation or interaction that really nourished you. What were you talking about? Who were you with? Perhaps it was with close friends or colleagues talking about a topic that really mattered to all of you? Maybe you came away from it feeling calmer, or clearer, or more alive?
2. Then take a moment to remember a conversation or interaction that left you feeling drained – perhaps you felt somehow diminished by it.
3. You can apply this same exercise to the music you listen to, the books and articles that you read, what you spend time looking at (which can include what you wear), as well as, of course, the food that you eat.
4. Having made a mental (or actual) list of what nourishes you and what doesn’t – the next step can be to decide what a really healthy, sustaining way of living looks like for you – food, reading, conversations, music, what you look at, what you wear.

Nourishing ourselves like this helps us face and work with the inevitable difficulties of life and work. Rates of burnout and fatigue are rising in Australia. The latest ELMO survey of Australian workers (reported in April this year) found that almost half are feeling burnt out – a 10% increase on the same period last year. The increase is attributed to our increased workloads – 24% said they had taken more responsibilities in their jobs, and 32% feel overwhelmed with the amount of work they need to do. This is coupled with 44% of survey respondents saying they want things to change and are seeking greener pastures – they are planning to look for a different job this year.

Self-care is an activity we can do both individually and collectively as a whole organisation. As an individual you can ask yourself what ways of living nourish you. As a leader or manager, you can ask your employees how they are finding their workplace and workload, and what nourishes them.

We’ll never get it perfect – but we can nudge things along, paying attention to what is in our control, so our circumstances improve, and we feel more nourished by our life.

To arrange an appointment to help you through this process, please call Newport & Wildman on 1800 650 204.

Stephen Malloch, Senior Clinician

Australia is no stranger to natural disasters, e.g. bushfires, droughts, cyclones and floods. These events impact entire communities, including organisations, their employees and families. The disruption to daily life can be significant. People may be forced to evacuate their homes and workplaces leaving cherished possessions behind as they turn their focus to survival. It is common to experience a range of intense emotions following a traumatic event like a natural disaster. The immediate loss of control and personal safety is frightening and can lead to severe or acute shock, distress and anxiety. People who have faced potential loss, injury, or even death from natural disasters will experience a range of feelings immediately, weeks and even months later. The memories and associated fear that a similar event will reoccur can be long lasting.

For individuals, see our tips and strategies (download pdf here).

As a manager, there are a few things you can do to support your employees (download pdf here):

1. Normalise reactions: Accept that people will experience a range of emotions and that it is normal. Once the event is over it doesn't mean people's feelings go away. Acknowledge their feelings and reassure people that their intense feelings are normal given the disaster.

2. Try to keep calm and lift spirits through community involvement: Provide reassurance that "we will get through this together" and focus on the things that were managed well, e.g. the brave responses of emergency services. People feel united in the shared experience and can support and comfort each other. This connection and sense of helping is critical to coping.

3. Ask how you can help: Ask if there's anything that you can do to assist employees or if there is anything they need? e.g. flexible hours, transport or belongings.

4. Do not catastrophise: It is common to reflect on the "what ifs" or "what might have been". Do not speculate on how much worse it could have been. Avoid comparison of stories as each person has a right to their feelings.

5. Encourage people to talk about their experience because keeping it inside isn't helpful - avoid reassurances such as "it could have been worse". It's common for people to want to escape their reality, they may deny or withdraw. They may need to delay their emotional response while they focus on survival or practical things so check in regularly and gently.

6. Avoid probing questions: Curiosity is part of human nature. Asking people for the details of a traumatic experience may bring it back or trigger other emotions, wait until they are ready to share their story.

7. Encourage a familiar routine: Routine and normal day to day activities provide a sense of control and security, which is reassuring when a natural disaster has a significant effect on their lives.

8. Returning to work: Having a sense of purpose and connection is essential to recovery and often work provides this. Facilitate this process by offering options such as flexible hours. The recovery process takes time, and there are often ups and downs so plan for people to have setbacks. Each individual will be different and recover at their own pace.

As a trusted partner your EAP is here to help: Remind your employees about their confidential EAP service and let us help you support your people. For further guidance call our Manager Support Hotline on 1800 650 204.

Shari Walton, Organisational Development Consultant

Emotional intelligence is a key component of effective leadership. Being in tune with your emotions and having sound situational awareness is a powerful tool for leading yourself and teams. Understanding emotional triggers, the power of gratitude, emotional agility, and empathy, are essential ingredients to strong leadership.

Social psychologist Dr Barbara Frederiksen indicates that positive emotions lead to novel, expansive or exploratory behaviours that over time manifest to meaningful long-term social and relationship benefits. Harvard Medical school psychologist Dr Susan David offers unique expertise on cultivating more agile, healthy, resilient, and authentically happy people, families, workplaces, and communities.

To live a rich and purposeful life we need to paint with the full palette of human emotions. Having emotional agility allows us to recognise and understand what emotions we are feeling and be conscious about them rather than being driven by them. It allows you to be more intentional as a leader and to encourage individuals to recognise and feel their emotions. Engagement, creativity, and innovation will flourish under this emotionally agile leadership approach.

How can you lead with emotional agility for yourself and your team? 

1. Show Up

Approach your emotions or feelings with curiosity and acceptance. It may be tempting to ignore the uncomfortable ones but face them anyway. As a leader, listen to others' concerns, acknowledge the range of emotions involved and focus on positive change.

2. Step Out

Enable autonomy over your actions and decisions by detaching from your emotions. See them for what they are, simply emotions, not who you are. Where possible label them as accurately as possible as this will help you to better understand their origins and what you can do about them.

3. Walk Your Why

Recognise your core values and use these to drive you forward. When decision-making, ask yourself whether this decision reflects your core values and long-term goals.

4. Move forward 

Introduce small, purposeful adjustments to align your mindset, motivation, and habits with your core values. Make sure that these tweaks are connected to who you want to be in your life, and as a leader. These value-centred shifts will support ongoing improvements in your life. 

Emotions keep us in tune with our inner and outer world and are an incredibly rich data source. As a leader, help your people to acknowledge their feelings, reassure them that all feelings are valid and encourage the ongoing processes of adopting emotional agility. For more information or support, reach out to your Relationship Manager to arrange a consult with our Organisational Development Team.

Shari Walton is an enthusiastic solution focused senior Organisation Development Consultant with extensive experience designing, developing, and implementing a broad range of Leadership Development, Talent Management, and other Learning and Organisation Development interventions that drive change and support individual, team, and business success.

Shari has over 30 years’ experience in the organisation development field across Finance, IT and Higher Education sectors. This experience is complemented with formal qualifications in Human Resources, Learning & Development, Executive Coaching, along with a Graduation Diploma in Communication Management, and a Diploma in Holistic Wellness Coaching.

Image from Pexels by fauxels.

The Mission Statement for R U OK? is to inspire and empower everyone to meaningfully connect with people around them and support anyone struggling with their life circumstances. R U OK? has resources to help create the skills for great conversations that are a normal part of your everyday check-ins with colleagues and friends. It was started by Gavin Larkin, whose father committed suicide in 1995. In 2009, Gavin chose to champion just one question - “are you OK?” - to honour his father and to try to protect other families from the pain of suicide. Working with Janina Nearn, the R U OK? movement was born.

Asking R U OK? is not just for R U OK? Day (held each year, nationally, in early September). It’s a habit for all of us to cultivate every day of the year. Checking in on someone when we notice they might not be OK assists people to feel connected, supported and hopefully prevents them from spiralling downwards.

In addition to us as individuals checking in on the people around us, we can help create an R U OK? workplace culture. An R U OK culture means that you feel comfortable asking your colleagues how they are every day - and mean it! Be ready to have a chat if they say they’re not ok – take the time to be with them to listen. Trust your gut instinct if you sense someone isn’t OK – reach out to them and have a chat.  It’s a workplace culture where leaders role model caring behaviours towards others, taking time to listen. An R U OK? culture is having time for each other and asking someone if they’re ok if you sense that they aren’t.

What are you doing to contribute to the creation of that sort of culture?

It might be that a colleague’s behaviour changes in some way. They may seem withdrawn, not their usual chatty self, they may have taken a few days off work unexpectedly, or seem irritable, and this change in behaviour continues for a week or two. It’s important to be aware that if these signs continue to be present for more than a couple of weeks it is advisable that someone see their GP or make contact with a counsellor (perhaps through their EAP program).

Asking someone R U OK? might just change a life.

For more information on how to have an R U OK? conversation, click here or to arrange an appointment for yourself, please call 1800 650 204.

There are many different personal boundaries at work that, when acknowledged and respected, make for a fairer more equitable work environment. Here, we focus on the importance of respecting workload boundaries - an issue we are hearing more of.

What is a boundary? The dictionary definition is “a line which marks the limits of an area; a dividing line”. So inherent in the word boundary is knowing our own and other people’s limits.

Let’s look at two examples.

• After Jim said ‘yes, sure, I’ll take care of that’ to the sixth person that day, he realised he had a problem. How was he going to get all this done? There was still his own work to do, and he’d promised to help all these other people. Another late night…
• Sarah was great at strategy and planning – came as second nature to her. She had risen up the ranks fast. She liked working long hours, and expected others to do the same. It wasn’t unusual to receive an email from Sarah that had been sent after midnight asking for work to be completed that same day, regardless of the other work the person had planned.

While there are many differences in their behaviours, one thing that is similar between these two people is their lack of acknowledgment of and respect for workload boundaries.  In Jim’s case, it’s lack of acknowledgement of his own boundaries. There is a saying that any strength, when taken to extremes, becomes a weakness. Jim’s wish to help others is commendable – we all like it when a colleague offers to assist us with something. But in Jim’s case, he is helping so much that his own work is suffering – and it’s quite possibly negatively affecting his own wellbeing.

In Sarah’s case, again, the ability to work long hours and bring others along for the ride can certainly help boost productivity and produce great results – but taken to extremes, it leads to others burning out, and perhaps becoming resentful that their own priorities are not being acknowledged.

Do you relate to either of these two examples?

At Newport & Wildman we counsel many people who feel pushed to do more and more, and feel it is in some ways their own failing that they can’t get all the work done. “If only I were better at time management” they say, or “If only I could be more efficient,” where the truth is that they are constantly overstepping their own boundaries, taking on more than they can handle. The other side of this is wanting others to be more resilient so they can do more. Again, absolutely nothing wrong with building a resilient team. But, acknowledging that building resilience can go hand-in-hand with looking at systemic ways that work is handled more effectively and efficiently, plus acknowledging that people have limits that if crossed impacts on their health and wellbeing, will help create a healthier organisation.

Working together to design healthy, sustainable work practices, especially as we get used to the post-lockdown combination of working from home and the office, is important so that we an all find our balance, and, in the words of positive psychology, find ways to thrive.

To arrange an appointment, please call Newport & Wildman on 1800 650 204.

Stephen Malloch, AccessEAP Senior Clinician

Photo by RODNAE Productions.

#WomensHealthWeek 5-11 September 2022

With the stress COVID has placed on everyone's lives, along with other challenges faced in 2022, it’s now more important than ever to look after your overall health and wellbeing. This September, Women’s Health Week will be a great reminder to take time out to check in on your health and to keep making positive changes that can last a lifetime.

For more information and resources visit the Jean Hailes' Women's Health Week Website. It's time to put your health first.

With so many competing demands and expectations, the struggle to keep up with both work and home commitments can be extremely stressful. When stress persists to a point that a person feels they aren’t coping, it can affect the functioning of their day-to-day life as well as their overall wellbeing. The stressors of too much ‘juggling’ together with trying to do things well and be ‘good’ at everything is impacting women and their ability to sleep, think clearly and make decisions.

If you would like to arrange an appointment for yourself call us on 1800 650 204. Find out more about our counselling service here.

It’s ok not to be ok. It’s even more ok than ever to not be ok through our current pandemic. When you find yourself consistently challenged in ways you’ve never really experienced before, over an extended period of time, it’s easy to feel drained. We are in a period of time that we can say is unique for most of us as our lives change and evolve in response to the pandemic. At the moment that you find yourself reading this take a pause and acknowledge that in spite of all the challenges you have done the best you can do, and that’s more than can be expected. Remember, “It’s ok not to be ok”.

If you need to prioritise your self-care download our Personal Tool for Keeping Mentally Healthy.

Support is available. Reach out to us here at Newport & Wildman on 1800 650 204.

Please be advised that the Self-Service Booking Portal is currently experiencing difficulties and is unable to take appointments due to a technical issue. 

To arrange an appointment, please call the Newport & Wildman 24-hour line: 1800 650 204.

Requests can also be made via email at: .

We apologise for the inconvenience and assure you we are working with our supplier to return the booking portal to operation as soon as possible.

Life is always unpredictable and to some degree, confusing. And for many of us, this is one of those times. With the ongoing pandemic, natural disasters and personal changes in our lives, it can be hard to find a way of being that doesn’t draw us into feelings of anxiety and uncertainty.

And this is where Positive Psychology comes in.

Positive Psychology is not about pretending that everything is OK, and it’s not “look on the bright side!” That sort of ‘positivity’ is not helpful and can be upsetting in certain situations. Positive Psychology is the scientific study of what helps us to flourish. And when we flourish, we are much more likely to be more creative and be better at solving complex problems and meeting adversity. The term ‘flourish’ is often used in positive psychology. It means more than just managing and getting through life. Martin Seligman, one of the founders of positive psychology, talks about flourishing as finding fulfilment in our lives, accomplishing meaningful and worthwhile tasks, and connecting with others at a deeper level.

These are ways of living that we can pursue, whatever is happening around us. Ways to move towards flourishing are summed up in the PERMAH model. You can read about PERMAH and other ways of living that help us live a full and meaningful life in our Positive Psychology tip sheet (access through the AccessMyEAP App).

Along with cultivating flourishing, it is also important to be kind to ourselves. All of us will, at times, face adversity. By cultivating self-kindness, self-forgiveness, and self-compassion, we are better able to handle and recover from adversity, and we are better able to practice kindness, forgiveness and compassion towards others. These, together with pursuing a flourishing life, can create a sturdy raft on which we can navigate unpredictable and confusing times.

WIN News 17th August 2022

Newport & Wildman Director Melita Griffin and Clinical Services Manager Dorienne Spennato spoke with WIN News yesterday. Discussing R U OK? Day, with the message to check in with those around you and to keep having ongoing meaningful conversations.

Watch the video here.

Shari Walton, Organisational Development Consultant

Professor Martin Seligman, one of the world’s leading researchers in positive psychology identified that leaders who role-model positive psychology encourage a flourishing workplace, where scientific research is translated into improved leadership, better mental health, increased wellbeing and higher performance and satisfaction for individuals, improved employee engagement and retention and higher overall organisational effectiveness.

The way we work has shifted dramatically recently with hybrid working, remote teams and virtual interactions making positive workplaces more important than ever before. The ability of leaders to focus on strengths is crucial to achieving wellbeing.

Humans are hardwired to pay attention to negative experiences, and we have a propensity to learn from and use negative information more than positive information. Individuals may be unaware of what influences happiness in their life from one day to the next. At the heart of positive psychology lies the belief that people can lead happier, more meaningful, and fulfilling lives by moving their focus away from the negatives toward a more balanced perspective.

Many positive psychology exercises, such as gratitude journaling, lead to positive outcomes and the below exercise will help leaders find meaning and value from their own experiences by exploring their strengths and how they can utilise them to achieve desired goals and develop a sense of meaning and fulfilment.

Write the story of your past:

1. Describe the challenges you have overcome
2. Outline the personal strengths that helped you.

Describe your life and who you are right now:

1. How do you differ from your past self?
2. What are your strengths now?
3. How have your strengths evolved?
4. What challenges are you facing?
5. How can you use your strengths to overcome these challenges?

Write about your ideal future: 

1. How will your life be different than it is now?
2. How can you use your strengths to achieve this ideal future?
3. How will your strengths grow?
4. What kind of person do you hope to become?
5. Finally, how can you go about achieving these things?

Discovering and nurturing a strengths-based approach will help to shift negative outlooks to positives. Creating meaning through work will encourage motivation, high engagement, and a sense of thriving as well as build strong interpersonal relationships and resilience. For more information or support, reach out to your Relationship Manager to arrange a consult with our Organisational Development Team.

Shari Walton is an enthusiastic solution focused senior Organisation Development Consultant with extensive experience designing, developing, and implementing a broad range of Leadership Development, Talent Management, and other Learning and Organisation Development interventions that drive change and support individual, team, and business success.

Shari has over 30 years’ experience in the organisation development field across Finance, IT and Higher Education sectors. This experience is complemented with formal qualifications in Human Resources, Learning & Development, Executive Coaching, along with a Graduation Diploma in Communication Management, and a Diploma in Holistic Wellness Coaching.

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