ENGAGEMENT + WELLBEING = PERFORMANCE
Last week I explored the 5 keys to the engagement part of this equation, being:
Wellbeing
If engagement is primarily about the willingness and motivation to go the extra mile then that willingness alone may not be enough to enable employees to deliver on their potential. This is where we come to the question of wellbeing and what do I really mean by that?
Wellbeing is not just health, or the absence of illness, it goes way beyond that. Dr Felicia Huppert of Cambridge University’s Wellbeing Institute defines it as being “the ability to feel good and function well”. A Towers Watson study in 2012 found that employees who have physical, emotional and social energy as well as willingness are twice as productive as those who are simply engaged. They described these employees as “sustainably engaged”, which recognises that it is possible to have meaning and purpose in what you do but still experience burn-out if you do not look after your own energy levels.
So what is the role of the leader and the organisation in supporting the wellbeing of their employees? Surely it is incumbent upon each of us as individuals to look after our own?
I believe we each have to start with our selves, and everyone in a leadership role should start with their own self-reflection on how they are doing, however if we truly want to lead sustainable successful businesses then we also need to look at how we treat our staff. How can we provide the right resources to support our people be the best they can be? We need to think about what we can do to help support the following sources of energy:
A “caring” company
There is of course a huge cross-over between many of the elements of engagement and wellbeing but central to the whole premise is that demonstrating kindness and compassion towards people and realising that there is no one-size fits all when it comes to wellbeing is the way forward.
Employees very quickly become cynical if they feel that a health or wellness program has been introduced merely as a “tick the box” exercise so it is crucial that you, as a leader, walk the talk. A recent study by the Global Wellness Institute in the US identified that it is not wellness programs per se which improve worker health and productivity, it is whether the employees identify the company as genuinely “caring”. The study found that if employees identified their employer as “caring about their health / wellness” the employee’s overall health, productivity and job satisfaction improved significantly. True caring was related more to intangible aspects of relationship building than tangible wellness programs which had been put in place, although if these were seen as an embodiment of a caring culture then they were well received.
As a leader it is crucial that we look after our own internal energy levels so that we can support those around us with practical programs, but most importantly through coaching and developing them to be the best they can be and by demonstrating our genuine regard for both their engagement and wellbeing. Remember:
Engagement + Wellbeing = Performance
If you would like to explore ways to engage your staff (or yourself!) and look after their wellbeing through leadership development training or one-on-one coaching please contact me at [email protected]
Last week I explored the 5 keys to the engagement part of this equation, being:
- Trust
- Purpose
- Communication
- Empowerment
- Strengths
Wellbeing
If engagement is primarily about the willingness and motivation to go the extra mile then that willingness alone may not be enough to enable employees to deliver on their potential. This is where we come to the question of wellbeing and what do I really mean by that?
Wellbeing is not just health, or the absence of illness, it goes way beyond that. Dr Felicia Huppert of Cambridge University’s Wellbeing Institute defines it as being “the ability to feel good and function well”. A Towers Watson study in 2012 found that employees who have physical, emotional and social energy as well as willingness are twice as productive as those who are simply engaged. They described these employees as “sustainably engaged”, which recognises that it is possible to have meaning and purpose in what you do but still experience burn-out if you do not look after your own energy levels.
So what is the role of the leader and the organisation in supporting the wellbeing of their employees? Surely it is incumbent upon each of us as individuals to look after our own?
I believe we each have to start with our selves, and everyone in a leadership role should start with their own self-reflection on how they are doing, however if we truly want to lead sustainable successful businesses then we also need to look at how we treat our staff. How can we provide the right resources to support our people be the best they can be? We need to think about what we can do to help support the following sources of energy:
- Relational / social: relational energy doesn’t deplete in the same way physical, emotional and mental energies do. We all know people who energise us and others who drain us so how can we be the energiser and not the energy vampire! Our emotions are literally contagious, as when we encounter someone there is a neurological exchange which happens predominantly subconsciously as pick up emotional cues. It is absolutely crucial that as a leader we bring the positive emotions we want to see in others into our workspace as being in the dominant position gives us much greater influence on those around us.
- Physical health: what opportunities can we provide to make it easier for people to take physical exercise during the day? Perhaps allow flexibility around hours so that people can get to classes, set up running groups, engage a yoga instructor, introduce standing desks, holding walking meetings. Discourage people from eating at their desks and provide healthy snack rather than junk food;
- Emotional health: positive emotions and positive relationships are two key elements of sustaining emotional health, and one of the simplest ways to foster both is to show appreciation and gratitude for others within your team or organisation. Also focus on positive achievements, and see mistakes as opportunities for learning so that people become more open-minded, creative and innovative;
- Mental health: in a world of digital distractions, set time aside for focusing on creative and strategic work and respect the needs of others to do the same by scheduling and planning where possible so not everything is a crisis which has to be dealt with right this second. Introduce mindfulness practices as these are great tools to help people learn to direct and sustain their attention, and to lower stress;
- Spiritual health: when people are doing work which feels deeply meaningful and aligns with their core values they feel much higher levels of purpose and passion. Encouraging employees to get in touch with their own values or develop a personal mission statement, whilst also clearly communicating the values of the company can ensure that everyone is working towards the same goals.
A “caring” company
There is of course a huge cross-over between many of the elements of engagement and wellbeing but central to the whole premise is that demonstrating kindness and compassion towards people and realising that there is no one-size fits all when it comes to wellbeing is the way forward.
Employees very quickly become cynical if they feel that a health or wellness program has been introduced merely as a “tick the box” exercise so it is crucial that you, as a leader, walk the talk. A recent study by the Global Wellness Institute in the US identified that it is not wellness programs per se which improve worker health and productivity, it is whether the employees identify the company as genuinely “caring”. The study found that if employees identified their employer as “caring about their health / wellness” the employee’s overall health, productivity and job satisfaction improved significantly. True caring was related more to intangible aspects of relationship building than tangible wellness programs which had been put in place, although if these were seen as an embodiment of a caring culture then they were well received.
As a leader it is crucial that we look after our own internal energy levels so that we can support those around us with practical programs, but most importantly through coaching and developing them to be the best they can be and by demonstrating our genuine regard for both their engagement and wellbeing. Remember:
Engagement + Wellbeing = Performance
If you would like to explore ways to engage your staff (or yourself!) and look after their wellbeing through leadership development training or one-on-one coaching please contact me at [email protected]
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