How can enterprises accomplish real improvement in the frequently conflicting facets of employee wellness as well as effectiveness? We discussed simple but potent answers to this quandary with leadership coach, Stuart Hayes: To begin this inquiry, Hayes asks leaders to contemplate the effects of anxiety in the workplace compared to the end results they have experienced when health and well being are in place:
Area 1. Personnel Performance
Anxiety, stress and pessimistic emotions mean workers get distracted from their purpose. In contrast happier staff have more clarity and are a lot more engaged, focused and imaginative.
Area 2. Wellbeing
Tension and negative feelings can sometimes cause dis-ease (and sick days)… whereas happier men and women are both much healthier and are more satisfied with the things they do.
Area 3. Staff Morale
Tension and negative feelings bring about staff retention problems. But teams that are more satisfied feel more ‘linked’ to both their business and also their colleagues, and so are more stable and long term.
Area 4. Brand
Stress and bad feelings may result in team members to be resentful and even a reduced degree of commitment in customer service roles … in contrast happier personnel communicate much better with clients and are greater supporters of their company name; and last but not least.
Area 5. Alignment with Strategy or Strategic Adjustment Campaigns
Tense or antagonistic workers are both unlikely to affiliate themselves to the teams grand design and at the same time they are far more likely to struggle against change… whereas affirmative and also cheerful employees are creative, interested, instigate improvements and are also more embracing of both the current methodology and also any changes necessary.
Then what is the answer to encourage personnel to deal with stress and to achieve more?
Companies are increasingly making use of work environment wellbeing initiatives, however not all such schemes work or turn into productivity gains. “Realistically, enduring advances in both effectiveness and health and wellbeing demands a lot more deliberation than simply allowing a little work flexibility, contributing a gym membership or engaging a wellbeing lecturer. These are really just ‘box ticking’ type remedies and are never going to suffice” says Hayes. This prevailing “box-ticking” mentality is why health and wellbeing schemes miss the boat. “When you think about it, attaining long-term progress in any area of life needs an evaluation of exactly what is happening at the moment, making a long-term choice to alter this, and after that launching a highly focused and structured campaign. The aim must never be the establishment of a wellness scheme in and of itself. Instead, it should be the creation of a different culture where responsibility as well as wellbeing are the foundation stones.”
“What this involves is a recognition that we are responsible for changing the way our personnel respond to stress as well as negative emotions, transforming the way our team interfaces and communicates, and making certain every person is naturally lined up to the organization’s larger ambitions, all at the same time. This is the backbone of a great culture, including why leaders should certainly look upon themselves, over everything else, as the guardians of culture.”
The practice of mindfulness is being successfully utilised by many institutions to assist employees be more accepting of and better handle situations, stress and undesirable emotions is widely reported, but what is not so widely reported is that our brain and heart continuously engage with each other, and that the heart can be used to shift an individual’s emotions from adverse to favourable. It also has a quantifiable impression on other people nearby which is why this research is important to team dynamics.
Based on his experience Hayes believes this is the front line of H.R. development and leadership.
When communicating with a good leader, a person’s brainwaves will ‘synchronise’ with the leader. This is an outcome that does not happen when the same individual has a conversation with, let’s say, various other participants of their crew. The effect of this enhances team interaction.
Both the mind and heart each emanate an electromagnetic field, and this can be measured, but interestingly, the heart’s electromagnetic area is a good deal more powerful.
The size of the heart’s field varies, according to the person’s disposition; and last but not least, the heart can be engaged in certain practices that measurably lift the effect of unfavorable emotions both within an individual and within those people near them, generating adjustments in both people. We call this: Bridging the heart and mind.
Any person associated with leading a group under pressure, or anybody being required to implement changes in a firm, or seeking to attain high-performance outcomes in simpler ways, will profit greatly from a one day in depth leadership event Hayes is running on this area called “Leading to improve performance & well-being.” The training day educates you on ways that are practical for leaders in very competitive and high pressure environments, to attain tangible improvement in the commonly diametrically opposed areas of group wellbeing and group productivity, by utilizing some of the leading edge insights into personnel growth and development as they are relevant to the management and leadership. To learn more about Stuarts work go to Stuart Hayes Leadership.