The leadership ripple

Imagine a stagnant pond. The water might appear calm and welcoming on the surface, but beneath, a lack of movement leads to a murky, rather unhealthy ecosystem. Now imagine a vibrant river, constantly flowing downstream with direction and force.

This is the difference between tick-boxing wellbeing initiatives mandated by corporate policy, and leaders that really care about the wellbeing of the humans they serve.

A cornerstone of successful businesses is a thriving group of humans bringing their best-selves to work; afforded with tools, time and conducive environments to sustain their best selves.

Wellbeing is not a perk. Health is not a perk. Nor is it only for the benefit of the employee. If you believe it to be, this article isn’t for you and please stop reading here.

There is no shortage of studies to show the link between healthy, engaged employees and increased productivity, innovation, and even economic impact. Equally there are studies that question if there is any impact at all.

I value the hustle of running a business so much that I don’t want to live without it. A prerequisite to be able to do this sustainably is to never side-line my health and wellbeing; even if it means coming in late one morning in favour of going for a run, spending precious time with my kids or even, dare I say it, sleeping in.

Recent research by William Flemming at Oxford University agrees with my approach — that wellbeing should be dynamically integrated into our day-to-day lives based on individual needs and be welcomed as part of the organisation’s culture.

What we can deduct from the study is that these are not only individual-level problems but issues also rooted in an organisation’s design. Unsurprisingly, Flemming found that what drives outcomes in a business context, are organisational-level interventions.

Business and HR leaders need to stop addressing only symptoms and ignoring root causes, treating wellbeing as events instead of a process, strategising using a non data-driven approach and partially absolving themselves from responsibility by placing it on the employee.

The power of culture

Leaders, YOU play the single, most critical role in shaping the current of wellbeing within your companies; actions, behaviours, and decisions create ripple effects.

They inform company culture more than company policy documents do, thus influencing whether employees feel pressured to be constantly “on” or if they are empowered to maintain control of their health and wellbeing within the context of business objectives and KPIs.

Beyond tick-box exercises

Many companies implement wellness initiatives –  and they are valuable tools, however, they easily become tick-box exercises when the root causes are not identified and addressed too.

As a recent Deloitte podcast highlights, simply offering programmes doesn’t guarantee improving employee wellbeing: “Work processes and management practices might need to change too”.

A good look in the mirror may come with a degree of discomfort but is nonetheless important.

Leading by example

Businesses can transcend the limitations of tick-boxing programmes by becoming champions of employee health and wellbeing.

• Shifting the focus: Move the emphasis from output at all costs to promoting healthy work habits. Encourage employees to prioritise sleep, get movement in and utilise resources available to them. It’s not about sacrificing CAGR growth, it’s about achieving it through heightened productivity from healthier, people – not by churning the humans fueling the engine on the way.
• Culture 2.0: Foster open communication and employee empowerment; embrace employee concern and their need for help. Leading by example isn’t a sign of weakness but a necessity for sustainable leadership.
• Data-driven decisions: Track the impact of wellness initiatives and adapt them based on individual employee needs. Generic programmes will not resonate with everyone. Offer options that address holistic employee wellness needs and personal preferences.
• Addressing underlying issues: Don’t just offer coping mechanisms for stress or programs to reduce obesity. Help identify and address root causes, even if it means empowering employees how to tackle their individual ones.

The ripple effect

Businesses attempt to measure metrics like absenteeism and presenteeism, but why? There’s a well-known saying “measure what matters” and what matters is the health and wellbeing of employees – so why not turn your attention to measuring that? The impact of good health on engagement, innovation, and creativity will be exponential.

From a business perspective, employee wellbeing isn’t actually about making employees “happy” – though a happy employee is likely a more productive one. Nor is it about making them healthy – though a healthier employee is likely a less absent one. It’s about supporting individuals to become their best selves, rather than burnt out versions of themselves.

Wellbeing initiatives, especially data-driven and tailored ones, do have a major role to play.

But the positive outcomes are also locked behind structural aspects at work, organisational red tape, psychological safety levels of the work environment and crucially, the culture – which is largely determined by the actions of its leaders.

Every organisation’s goal should be about building a more resilient, innovative, and thriving workforce. To do that, you have to swim all the way up stream to the very source of your organisation’s existence and use the tools & talent available to shape a sustainable culture of good health and wellbeing.

And that would be for the benefit of everyone at work, at home and in society.