Can the health and wellbeing of workers, and their ability to meet KPIs, be improved at the same time using the same practice? We discuss new initiatives in this area with leadership coach Stuart Hayes in this blog post.
To establish the value of an approach that is capable of fulfilling both objectives, Hayes asks leaders to consider the consequences of anxiety in the work environment and compare the results that teams can achieve when wellbeing’s present:
Team Efficiency: Stress and pessimistic feelings bring about disruption as well as decreased psychological clarity. In contrast happier teams have minds that are clearer and are a lot more engaged and focused, as well as creative.
Health and wellbeing in the Business: Strain and bad feelings may contribute to ill health. In contrast people who are happier tend to be both healthier and also appreciate the things they do.
Staff Morale: Stress and bad emotions lead to staff retention problems. Contrast this with team members who are happier, they have a tendency to feel more ‘connected’ to both their firm and their colleagues, and so often stay put longer.
Impacts on Public Relations: Stress, anxiety and bad emotions may lead staff to feeling emotional or having a sense of resentment in customer service positions … in contrast happier and fulfilled personnel communicate much better with customers and are much better supporters of their firm and your brand.
Alignment with Business Strategy or Strategic Change Endeavors: Strained or negative employees are both less likely to affiliate themselves with the companys game plan and at the same time more prone to be defensive against changes. In contrast affirmative and upbeat workers are innovative, curious, initiate advancements and also are a lot more welcoming of both the present strategy and any changes that management might feel they need to make.
So what can be done?
To assist staff to handle anxiety and stress and also to achieve advances of the type listed above, businesses are frequently utilizing office wellbeing initiatives. But as Stuart Hayes cautions, keep in mind not all of these initiatives work or convert into work productivity increases.
“Realistically, achieving long term enhancements in both performance and well-being demands a great deal more contemplation than simply making it possible for a little job versatility or contracting a well-being presenter. These are in truth basically ‘box ticking’ answers and are not going to hit the mark”. In fact, it is this “box-ticking” attitude that Hayes claims is the most usual reason why health and wellbeing programs fail.
“If you think about it, attaining long-lasting advancement in any part of life needs an assessment of what is occurring right now, making a conscious long term decision to transform this, then commencing a very targeted and systematic journey.”
Hayes is keen to stress that guiding groups to amplify their enjoyment and experience of work and the outcomes they achieve from their work is the same. He continues:
“The objective should never be the creation of a wellness program in and of itself. Preferably, it should be the design of a new culture where responsibility as well as wellbeing are the joint foundations.”
“What this signifies is that we recognize we are responsible for changing the way our staff respond to pressure and negative feelings, altering the manner in which our group connects and communicates with each other, as well as making sure everybody is naturally in sync with the team’s larger aspirations, all at the exact same time. This is the basis of a great culture, and also why leaders should look upon themselves as guardians of the culture, more than any other thing.”
NEWLY RELEASED RESEARCH STUDIES
While it is well documented, mindfulness practices are being effectively made use of by a large number of institutions to help personnel be more accepting of and better able to manage situations, pressure, and upset in the workplace.
What hasn’t been so widely reported, however, is that our brain and heart continuously interact with each other, and that the heart can be utilized to shift a person’s feelings from adverse to favorable, or that our heart’s field of influence likewise has a measurable impact on other individuals close by.
Based on his experience Hayes believes this embodies the front line of human resource development and leadership. “Its funny, all of us have a heart, we all have a brain, and all of us can discern this intuitively, however the growing emergence of investigation that reveals the mind and heart interact is incredible.”
Hayes has now dedicated the bulk of the past seven years to studying this relationship, the way in which it is applicable to the work environment as well as instructing people how to benefit from it and he asks leaders everywhere to consider the following points:
When interacting with an excellent leader, an individual’s brainwaves will sync up with the leader, an effect that does not take place when the aforementioned individual speaks with, let’s say, various other people of their group. The impact of this improves group interaction.
Both the mind as well as the heart emanate an electromagnetic field that is able to be measured a distance away from the body, however interestingly, the heart’s electromagnetic radius is significantly more powerful.
Measurement of the heart’s field varies, according to an individual’s emotional state; and lastly, It’s possible to engage the heart in particular ways that measurably counter the influence of unfavorable emotions both within a person and within those people who are near them, generating alterations in each of these parties and the dynamics of your team. Doing this purposely is being called ‘bridging the heart and mind.’
Anyone associated with leading a group under pressure, or any person needing to incorporate change in an organization, or would simply like to attain high-performance results in simpler ways, will profit from a one day intensive leadership training Hayes runs called Leading To Improve Performance And Well-Being.
The training day gives instruction on practical ways for leaders performing in very competitive and demanding settings, to attain definite improvement in the often polarized areas of group well-being and team productivity, by applying several of the current insights into personnel growth and development as they relate to leadership.
To learn more browse this website.