Your brief guide to mental toughness in the workplace and its role in employee performance and engagement.

1. 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

2. 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

3. 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.

4. 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.

5. 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.

6. 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.

7. 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.

8. 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.

9. 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".

10. 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.

11. 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.

12. 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.

13. 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.

14. 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