21 ways to tell if your people

are low in

Mental Toughness

Your brief guide to mental toughness

in the workplace and its role in

employee performance and

engagement

By Anthony Taylor

What is Mental Toughness and why

does it matter?

Mental Toughness means many things to many different people. I find that a simple

description is that it is the mind-set that a person adopts in everything that they do –

from our performance in work to our lives at home.

Those who have higher levels of mental toughness are able to perform consistently at or near the top of their capabilities, regardless of the challenges, pressure and stress they face.

Research carried out under the direction of Professor Peter Clough of Manchester

Metropolitan University has identified the four key components of Mental

Toughness. These are called the 4 Cs. This research has now been independently

validated through studies across the world.

The four Cs are:

Common Fallacies about Mental Toughness There are many common fallacies about mental toughness that often stop companies

and individuals from considering this key rea of personal performance development

further. The most common are:

1. Mental toughness is a macho, male dominated concept

2. Mentally tough people are uncaring and self-centred

3. Mental toughness is all about success in work and sport

4. Everyone should be mentally tough.

Have you found yourself sharing any of these views? If so which and what led you

that belief? I’d be interested to hear your views.

We all have a degree of mental toughness and while some may naturally have higher

levels, each and everyone one of us can develop more of it.

The importance of mental toughness at work

The current working environment is more challenging than at any time in recent

memory. Almost a decade of austerity, coupled with a looming Brexit has meant that

budgets and resources across the board have been slashed. Everyone is being asked

to do more with less and against a backdrop of rapidly changing technology, markets,

customer expectations and dwindling job security.

Stress has overtaken muscular skeletal injuries as the number one reason for

workplace absence and cost UK companies over £6.5bn a year in lost productivity

from 10.4million days lost.

Part of the answer lies in developing mental toughness – a measure of a person’s

mindset.

By developing our mental toughness, we can improve ourselves in many ways

including:

✓ Improved productivity

✓ Improved attitudes and behaviours

✓ Increased well-being and ability to manage stress

✓ Improved ability to handle change

✓ Greater engagement and job satisfaction

✓ Higher retention rates and reduced absenteeism

✓ Better customer service

✓ Enhanced assessment of candidates

✓ World-class performance under pressure

We can assess mental toughness in terms of these four components in individuals and groups through a unique high quality psychometric measure. The MTQ48 is normative measure which enables users to assess themselves against a peer group. By measuring mental toughness before and after an event, such as a training or coaching programme, we can highlight the improvements and distance travelled.

Now I’ve been able to give you a bit of context, the following guide is designed to give you an insight into 21 behaviours that may mean that a person is demonstrating lower levels of mental toughness in one or all of the four Cs. I’ve also thrown in a few examples of higher levels of mental toughness behaviours for good measure. This guide is not a diagnostic tool nor are they an exhaustive list. It is designed to give you an increased awareness that something maybe going on for that person. The more you see of a behaviour or group of behaviours the more it may mean further support might be beneficial for all parties.

Control “Destiny is as destiny does.

If you believe you have no control,

then you have no control.” – Wes Roberts

The first ‘C’ of mental toughness I’m going to cover is Control. The more Control that

someone feels they have the more they feel they can shape and influence what is

happening around them.

Studies show the less in Control a person feels the greater their stress response.

There are two components to Control: life control and emotional control.

Those low in life control often exhibit the following warning signs in their behaviour:

1. There are fatalists – things happen to them

These people are less likely to take accountability, be proactive and seek out

solutions to problems. They often spend their time complaining and are reactive.

This can have an adverse effect on those around them, draining energy and

enthusiasm from colleagues.

2. Do one thing at a time – panic when overloaded

They are unable to handle multiple projects at once and can become very

methodical and one-paced. This is often an early warning sign that someone who

previously was mentally strong and performing well is perhaps suffering and

needs some support.

3. Blame others and circumstances for failures

A typical behaviour for people low in both aspects of control. It’s a distraction

technique and a common trait of passive-aggressive behaviour – a sure sign of

rising stress levels and compromised mental strength.

4. Tend to focus on why things can’t be done

Focusing on why things can’t be done is a form of procrastination and is also

linked to low confidence. Staff exhibiting this behaviour may have lost the belief

they can effect change or can make a significant contribution. The cause for this

should be explored to ascertain whether it lies purely with the individual or with

wider organisational cultural problems which can have an adverse effect on

engagement company-wide.

5. Cup half empty mentality

Another fairly clear way to have a guide on someone’s levels of mental strength

when it comes to control.

Those low in emotional control typically respond more readily to provocation or

annoyance and show anger, frustration, embarrassment and deal with feedback and

criticism poorly. They also see, report and engage in bullying behaviours more than

those with high levels of control.

The impact therefore on both personal and organisational performance is quite clear

and research has shown a person’s mental strength can account for as much as 25

percent of performance and the adoption of positive behaviours.

Those with high levels of life control will believe success is down to them and their

own attitude and they won't be prevented from achieving it.

Those with high levels are emotional control can choose how much of their emotional

state they reveal to others.

Those who are mentally tough and can control their emotional state and moods can

manage the mood of the people around them. An essential skill for those who lead or

manage people in organisations.

Commitment

“Courage and perseverance have

a magical talisman, before which difficulties

disappear and obstacles vanish into thin air.”

– John Quincy Adams

There’s no doubt that commitment is the precursor to success, just ask Andy Murray.

It’s taken him until the age of 29 to become world number one and despite years of

comparative failure he has stuck to the task until he succeeded.

Depending on how we look at goals and targets can have a big impact on

performance. Some people find them motivating while others view them as

intimidating and can induce a whole range of negative emotions and behaviours

including anxiety, fear, procrastination and absenteeism.

Those with scores on the low side may exhibit some or all the following behaviours:

1. Will avoid setting goals and targets – failure will expose them as “failures”. Mentally tough people see failure as a learning opportunity, while those low in commitment avoid setting goals to avoid the possibility of failure. They may have an ‘away-from’ mindset as opposed to a ‘move toward’ mindset.

2. They find targets and deadlines intimidating. As a result, they find goals and targets intimidating and may push back on setting them or simply refuse. They focus on the end result rather than on the process and may end up in a state of in-action.

3. Give up easily and find a reason for it. They may adopt the mindset that if they don’t try then they can’t fail and as such look for any opportunity to procrastinate.

4. Just-enough attitude. Commitment sometimes goes hand in hand with engagement which is a pre-requisite for discretionary effort. A lack of this, along with other signs may indicate low levels of this facet of mental toughness.

5. Distract attention from the goal – “I would have done it but I did this other thing/ I was asked to do something else, etc.” This kind of language and a reluctance to prioritise when clearly capable of doing so is often a clear indicator of low commitment and needs exploring further.

Other common attitudes behaviours that should serve as warning signs include: poor

punctuality, being unreliable and willing to let others down and responding

emotionally when given work.

As with all aspects of mental toughness, too high a degree of Commitment can have a

downside with people exhibiting obstinate, intransigent and stubborn attitudes and

behaviours. Other downsides can be: a tendency to over commit; perfectionism and

can intimidate others with goal orientation.

Developing Commitment in people has a whole host of benefits not least in helping

them to maintain focus and concentration even with intrinsically dull tasks. They will

also be able to handle and achieve things when faced with tough and unyielding

deadlines.

Challenge “Our ability to handle life's challenges

is a measure of our strength of character.”

- Les Brown

Challenge or drive, describes to what extent you see challenges, change, adversity and variety as opportunities or as threats.

As with other facets of mental toughness there are two sub-scales for this component. Firstly, there is the attitude towards change and the second identifies how individuals handle all outcomes and respond to stretching themselves.

People low in this scale of mental toughness may exhibit some of the following behaviours:

1. Dislike change or variety of any sort

To a person low in challenge, change and variety may feel threatening, upsetting the status quo. When dealing with these people it may be useful to think about the SCARF model when trying to understand how the change may be being perceived.

2. Don’t like shocks & surprises People who are low in challenge often have an external locus of control meaning they have limited ability to influence the outcome. This may go hand in hand with an inclination toward pessimism and look for excuses.

3. Dislike new places, people, subjects, bosses, etc The external locus of control means they may find adapting to new people and places difficult.

4. Respond poorly to competitive types Those low in challenge will often seek to avoid competition and may lack assertiveness in dealing with those with a higher degree of confidence and challenge.

5. Risk averse They tend to have a fixed mindset and be happy with their lot, as opposed to seeking to challenge and grow themselves from the process. They are often the last to volunteer for new projects, presentations etc.

People high in challenge have an innate openness to learning and will see learning

and development in every outcome - whether successful or not. They will have an

attitude of, "This will not beat me" or "I know what to do next time".

It is one's perception of the situation, not necessarily the situation itself, that they

find challenging and therefore determines how they behave. In a business context,

there are multiple applications for this concept. While overall being high in challenge

is a good thing, there are potential downsides.

Someone with a high score may put themselves and others in the frame for tasks that

are not achievable. They may not be happy working in slow, stable environments and

may provoke change for change sake.

So while a high score in Challenge is a desired trait, the key is self-awareness - which

applies to everyone - as high levels in this area of mental toughness can carry the

seeds of problems and issues as much as low scores.

Confidence

“If you have no confidence in self,

you are twice defeated in the race of life.”

- Marcus Garvey

I’m sure everyone reading this has experienced first-hand a period, however fleeting,

of low self-confidence and can appreciate how hard it can be to perform when feeling

this way. As with control, confidence has two subsets: confidence in abilities and

interpersonal confidence.

It’s not given that low scores in one mean a low score in the other.

Those low in confidence may exhibit some of the following attitudes and behaviours:

1. Will be reluctant to express a view in a discussion or debate This may be down to low scores in both or could be situational. Looking for consistent behaviour here is important.

2. Low self-belief and will be reluctant to give presentations or do oral work

They be need lots of reassurance and external validation for their work. This often makes them poor presenters until this has been addressed.

3. Will take critical remarks as confirmation of their limiting beliefs

A lack of confidence can mean their self-esteem is quite porous. Being mindful of how feedback is delivered may be important as will how praise and recognition is delivered.

4. May try to bluster and over-talk While some people actively shy-away from presentations and may just clam up, quite often the opposite behaviour is demonstrated.

5. Will be easily intimated and back down quickly

Without underlying confidence, many people will back down in the face of others who are more confident, arrogant and even aggressive. This is counter-productive in many organisations and in many roles where confidence is a pre-requisite for good performance. Sales, medicine, education are just a few examples that spring to mind.

6. May be a passive team worker and not contribute as well as they can

Low confidence in a person can also impact on team performance when that person can’t take a full and active role in helping the team achieve their goals. This can also lead to tensions and adverse behaviour if not addressed.

People high in interpersonal confidence are more assertive and less likely to be

intimidated in group settings. They are also more likely to have what it takes to see

through to a conclusion a difficult task or persevere in the face of a setback.

High levels in both are always, as in the case with the other facets of mental

toughness, a strength. However, without self-awareness it can create problems for

others.

Commons problems can include: taking on too much, extreme confidence which can

intimidate others, may appear arrogant or be perceived as bullies and sometimes

believe they are right even when they are wrong.

Improving confidence levels for those who score lower can have a big impact on job

performance and engagement levels. Those with very high levels can benefit from the

insight into their typical behaviours, positively impacting teamwork.

That’s why it’s important to be able to use a proven and reliable psychometric tool,

like the MTQ48 to be able to assess and feedback mental toughness.

So, there you have a brief guide to the four Cs of mental toughness and some of the kinds of

behaviours that people who are both low and high in these might exhibit.

Mental toughness is developable in each one of us. How we do that depends on

many factors including the person, the context in which they are operating and the

amount of time available. It can be learned but it does require practice.

In the main interventions fall into the following six categories:

➢ Positive Thinking – Controlling self-talk, mindset ➢ Visualisation – Guided Imaging, etc. ➢ Anxiety Control – Effective responses to stress etc. ➢ Attentional Control – Developing focus & minimising procrastination ➢ Goal Setting – Setting effective goals ➢ The MTQ48 test – Self-awareness provokes a positive response

These all help to develop the capability to deal with stress, pressure and challenge and, where appropriate, to cope with these.

Years of research and real-life application in sports, business and education has shown that developing a mental toughness mindset is key part of success. It is strongly correlated with:

✓ Performance/Attainment

✓ Positive Behaviour

✓ Improved sickness/absence rates

✓ Increased productivity

✓ Improved approach to change

Staff at all levels of an organisation can benefit from developing their mental toughness. By combining use of the MTQ48 measure with a programme of targeted interventions staff will be better prepared for what life ‘throws at them’ and be able to bounce back from setbacks.

They will be more resilient, more engaged more accepting of change and able to embrace it; adopting a positive mindset to cope better with difficulties and challenges.

I believe in the potential of every individual and

team to perform consistently at a level beyond

where they currently are, regardless of the

challenges and pressures they face.

My role is to help facilitate that performance improvement.

To do this I specialise in developing the skills to perform and communicate under pressure.

We have developed a range of training and development solutions that cater for

every budget and need. While the core of the training remains the same, we listen to

each client to provide a tailored solution according their needs and context. The tools

and techniques are chosen specifically for the delegates and consider a range of

factors gleaned after an in-depth fact-find session with the client.

IN-HOUSE TRAINING, 1-2-1 & REMOTE TRAINING

✓ Custom training design and delivery

✓ Psychological assessment tools for mental toughness, stress and more

✓ Suitable for individuals, groups and online

COACHING

✓ Individual and group/team coaching on mental toughness and stress

✓ Face to face/telephone/online

SPEAKING

✓ Seminars, workshops and lunchtime taster sessions

Mobile: 07771 892479 | Email: anthony@anthonytaylorltd.com