The Well-Being Journal

The 3 Leadership Tenets Behind a Strong Well-Being Culture

Madison Agee

 

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Are your leaders actively -- and visibly -- improving their own well-being?

If your organizational culture and your stated commitment to well-being improvement aren’t in close alignment with one another, you could be unconsciously undermining the potential of your wellness programs. In other words, culture counts – a lot. It doesn’t matter how excellent your benefits package and well-being improvement offerings are if they’re at a constant disconnect with your overall culture. For example, what’s the point of having a generous paid time off (PTO) policy if employees are never actually taking vacation days?

An essential step in determining the state of your well-being culture is to turn a critical eye on your organization and ask some important questions. Once you’ve completed this self-evaluation, you can focus your attention on those areas that you’ve identified for further development. For many organizations, the commitment and behavior of their leaders is a crucial area for improvement.

In a popular webinar from June, experts from Gallup and Healthways provided a great deal of insight into the important role leadership plays in creating, cultivating and sustaining a culture of well-being. According to Ross Scott, Chief Human Resources Officer at Healthways, there are three key leadership tenets behind a strong culture of well-being:

  1. Leaders should be grounded in the value proposition of and fully understand the business case for well-being. Do your leaders truly believe in the value of well-being – that healthier people cost less and perform better? If they do, then they’re much more likely to participate in and encourage their teams’ participation in well-being programs. But if there’s any lingering doubt in a leader’s mind, that could inhibit the success of your well-being improvement program.
  2. Leaders’ own well-being impacts their ability to show up and lead effectively every day. Employees, of course, will model the tone and behaviors set by your leaders, so leaders can’t just expect that employees will embrace and embody better well-being without them. Demonstrating their individual dedication to well-being improvement can make leaders healthier, happier and better in their roles. At the same time, doing so shores up the strength of your well-being programs by not only making it okay, but actively encouraged for employees to engage in well-being improvement activities.
  3. Leaders have the opportunity to influence the well-being of others with every interaction. As described by Gallup, there are “20,000 moments in a day” during which organizations can positively impact their cultures of well-being and help their employees on their own individual journeys. Leaders who remember this and continuously take advantage of the multiple touchpoints and opportunities they have with their employees can make a tremendous positive impact. Relatively simple actions – smiling, taking a moment to listen to an employee, starting a meeting with a question about well-being – can be incredibly powerful actions.

So, how well are your leaders doing in terms of supporting your culture of well-being? Are they exhibiting these three key tenets on a regular basis? Simply educating them on these three principles could help you cultivate your well-being culture – perhaps your leaders aren’t totally aware of the enormous impact they have.

As you’re building your well-being culture, you may want to consider a few thought-provoking ideas that can continue to guide your organization. Luckily, we’ve collected nine of the top ways organizations can create and grow their well-being cultures – complete with easy tips for getting started today with little to no major investment of resources or budget.

Topics: Well-Being Workplace Well-Being Engagement Business Performance Productivity

Is Well-Being an Integral Ingredient in Your Organization’s Cultural Recipe?

Madison Agee

This cake may look pretty, but if you left out an essential ingredient - like sugar - it's probably going to taste awful. Similarly, omitting the key element of the right kind of organizational culture can inhibit the success of your well-being improvement program.

More organizations are looking to wellness and well-being improvement programs to help them improve productivity and manage ever-growing healthcare costs. As they invest in these types of programs, organizations logically want to maximize their returns and improve outcomes as much as possible.

But what happens when programs aren’t creating the results organizations want to see? The easy scapegoat is the design or implementation of the wellness program itself, but what organizations may underappreciate is the critical role that their own culture plays.

Consider, for a moment, baking a cake without sugar. Although it may look like a cake, it certainly wouldn’t taste like one. It’s a similar situation with culture, which is an essential ingredient in the overall recipe for well-being improvement. If you’re expecting your employees to prioritize high well-being, but your culture is working against you (for example, leaders aren’t participating in offered activities or engaging in a well-being dialog), then you’ve likely set yourself up for disappointment.

Ask yourself the following questions to better understand how well you’re actually baking well-being into the very recipe of your organization:

  • Are our underlying attitudes and assumptions reflective of a true commitment to well-being? A crucial element in a culture of well-being are the very values and rituals that are important to your organization. How is well-being actually “folded into” your core values and the ways in which colleagues interact with the organization, your leaders and one another? For instance, does your organization have an annual volunteer day that encourages employees to give back to their community?
  • Are we structurally aligned to well-being? A culture of well-being requires that your organizational structure reflect it, with programs, benefits and activities that encourage and enhance well-being. If you’re not offering these kinds of things, you could be at risk of simply “talking the talk” and not “walking the walk.” What kinds of things, such as providing a tobacco cessation program or launching an organization-wide “steps challenge,” are you doing to improve well-being within your organization?
  • Are we actively supporting our employees’ well-being? In the absence of continuous support for your employees’ individual well-being journeys, your employees could actually perceive you as actively discouraging them. Real encouragement takes place in an environment where people are not only openly talking about well-being improvement, but actually caring if their colleagues are working towards it. If co-workers aren’t saying “good for you” when a team member decides not to check email on a long-awaited family vacation, you may have an unsupportive culture.
  • Are our leaders modeling the right behaviors? The role of leadership in creating and supporting a culture of well-being can’t be understated. Take a close look at what your leaders are saying – and doing – on a regular basis to better gauge whether they’re shoring up or undermining your culture of well-being. Are they, for example, always wearing a suit on days when you allow your employees to wear workout clothes?
  • Are we properly incentivizing or encouraging well-being behaviors? Behavior change is not easy for most people – typically employees may need to be urged or incentivized to participate in activities and programs that enhance their well-being. What’s your organization doing to create this sense of excitement and desire among your employees that helps them along on their journey to better well-being?

By asking yourself the questions above, you can get a much better sense of how truly integral well-being is to your organizational culture. We’ve assembled some additional questions you can use to better benchmark where your organization currently stands, as well as guidance to help you develop your own action plan for creating a culture of well-being.

In a June webinar, experts from Gallup and Healthways explored the topic of well-being cultures in more detail, and shared some great insights into how organizations can create start or enhance their own journeys. Download the webinar recording to learn more.

Topics: Well-Being Workplace Well-Being Engagement Business Performance Competitive Advantage Productivity

Need to Kick It Up a Notch with Your Wellness Program?

Sandy Cummings

Our friends over at Gallup have compiled some intriguing research, as always, about why corporate wellness programs often fall short of their goals -- plus what employers can do to turn things around. Check out this infographic:

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Discouraging data, given that programs designed to improve employee well-being have been shown to lower healthcare costs and improve employee productivity.

What steps can employers take to improve participation? Gallup researchers highlight the key role of managers in building awareness and trust, encouraging their teams to take part, and creating accountability for results. They also point out that programs that take well-being improvement beyond just the physical element -- in other words, that also work to elevate social, financial, community and purpose well-being -- have greater impact:

When comparing adults who are thriving in just Physical Well-Being with those thriving in all five elements, those in the latter group:

  • report 41% fewer unhealthy days
  • are more than twice as likely to say they always adapt well to change
  • are 36% more likely to say they always fully bounce back after an illness
  • are 23% more likely to donate money
  • are 43% more likely to have volunteered
  • are 65% less likely to be involved in a workplace accident
  • are 81% less likely to look for a new job when the job market improves

Read the full article here.

Topics: Well-Being Workplace Well-Being Engagement Business Performance Well-Being Index Competitive Advantage Motivation Productivity Healthways Wellness Trends Gallup Leadership

What You Need to Know About Trans Fats

James Kanka

Dr. Dean Ornish succinctly sums it up in a quote printed in both the Wall Street Journal and USA Today:

"Trans fats increase the shelf life of foods but decrease the shelf life of humans."

Last Thursday the U.S. Food and Drug Administration ruled that trans fats are unsafe in food. Trans fats, originally engineered as a "healthier alternative" to saturated fats, by using oils, have since been universally acknowledged as bad for you — contributing to as many as 20,000 heart attacks a year.

The FDA has yet to issue a ban on trans fats in foods, but restaurants and food companies have already begun reworking their recipes. Dr. Dean Ornish advised McDonald's and PepsiCo on removing trans fats from their foods years ago.

So, while trans fats may already be disappearing from the food you eat, this ruling shines a spotlight on the importance of eating right. Mothers everywhere have been telling their children to do so since the dawn of time, but now organizations are doing the same, and new research is backing them up. In a recent Healthways study, employees who ate healthy all day were 25% more likely to report higher job performance and were absent less.

When companies invest in the health and well-being of their employees, it's a win-win situation. Just another reason we are excited at Healthways to make Dr. Dean Ornish's 30-plus years of diet expertise and lifestyle change accessible to millions.

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Topics: In the News Workplace Well-Being Business Performance Health Prevention Trans Fats Productivity Government FDA Diet Ornish Lifestyle Medicine