Going beyond wellness programs

 The conclusion of this HBR article is that offering holistic well-being programs is a great start, but it is not enough. You also need to ensure participation to maximize investment.

I agree, but until wellness becomes our default way of operating, the best implementation approach will only boost short term participation and well-being indicators.

And without improving well-being, organizations are missing on a competitive advantage because employees' wellbeing is linked to increase organizational performance, staff retention and client satisfaction. 

What is your vision for organizational wellness?

As with all change management initiative, we tend to focus too much on engagement as an indicator (if not an end in itself!). What is often missing is a clear vision of what we want to achieve.

Is it participation in our wellness program?

Is it the reduction of burnout, health claims and sick days?

Or is it creating a work environment where employees and leaders can show up at their best and thrive?

If the later, what does it feel like on a day-to-day to live and work in such an environment? 

If we want to make a real difference in terms of employees' wellbeing, we need to create a clear vision of what it looks like when employees are healthy and thriving.

We need to translate that vision into specific behaviors and practices that would enable that vision to become a reality.

Ask yourself: how does a healthy, balanced, and high performing team behave?

By focusing on what we don't want, we keep reinforcing the believes and thought patterns that create these issues in the first place. Any creation starts with a clear vision.

Making being well and healthy possible

The author mentions that "many are also unsure about their own well-being needs."

How can they in a work culture that normalizes being stressed, tired, frustrated, distracted, and unhealthy?

While we need to continue to support those who suffer any form of illnesses, I believe we can aim to help everyone feel better and be their best. Not wait until they are unwell to help them.

We need to share examples and stories of people who perform (meet the demands of their work and life) while still experiencing joy and feeling great.

The article also mentions that employees also tend to believe that support that is offered is not for them or are afraid of being stigmatized for seeking help.

What if the wellbeing offer was less focused on dealing with illnesses (which is like saying "you have a problem") and more focused on helping all employees and leaders feel and perform better one habit at the time?

Reducing stigma and shifting perspective with dialogue

If we want to reduce stigma, we also need to create safe spaces where we can share experiences and explore together new ways of doing.

We need to learn how to engage in empathic dialogue and listen deeply.

By opening and deepening our conversations, we will feel less alone, and we allow for inspired action to surface that could shift the way we approach wellness at work. Authentic social connection also reduces our stress response. 

I have noticed that if suffering from mental illness is stigmatized, feeling well and not stressed can also be experienced as odd.

In a culture where being busy and hustling is the norm, someone who works with flow and ease, can focus and be hyper-productive and still have time to enjoy life and care for themselves is seen as suspicious.

Or, as exceptional, not something accessible to all.

The truth is, it is all about habits. Everyone has access to it. We just not all start at the same place with the same baggage.

Making wellness part of work practices

What about being too busy for participating in wellness programs? I believe wellbeing must be addressed as part of our work practices and culture, not just outside of it as something we "do" when we have time. 

It is a direct investment in work performance, not a side benefit or personal development bonus. If the wellness offer is right, employees will participate and leaders not only encourage it, but make it a priority.

We need to start thinking of wellbeing as a key ingredient of performance. 

By investing in our wellbeing, we can improve our focus, creativity, agility, and ability to collaborate and think clearly. We can reduce the feeling of time pressure. We can work intensively without feeling overwhelmed or exhausted. We face uncertainty and complexity with calm, curiosity, creativity, agility, and courage when we are well. We can't quite do that when we are in chronic stress and exhausted.

The key is to make wellness part of the culture by addressing how work practices, structures and norms impact our wellbeing and performance. 

We need to create work environments that encourage healthy behaviors.

We need to empower individuals to make better and healthier choices by making it normal and desirable to be healthy and well. 

My offer to you

To support managers and their teams in integrating healthier life and work habits in their day-to-day, I invite you to look at our Energy Booster program. Our program comprises 4 levers for an integral approach to improving wellbeing and performance at the individual, team and organizational levels.

Leveraging my organizational change management and wellness coaching expertise, I also support organizational transformation using a system approach grounded in MIT Presencing Institute's Theory U.

I partner with leaders to co-create a culture of wellbeing one habit, one conversation at the time. 

Together, we create a work environment where wellbeing is the default way of operating for greater individual and organizational performance.