Hey Reader,
This issue I'm musing on the state of employee wellbeing, how we might measure and build in accountability to employee wellbeing into our businesses, and the tough spot Managers find them in.
I'm also sharing with you, my lovely readers, a tool for boundary setting at work from the Design Leadership Accelerator. Grab that below, and let me know your script!
While boundary setting is an individual action, it's a front line defense and muscle we can all build together while working towards systemic change.
Workplace Wellbeing & Burnout is a Systemic Issue
The possibility of individuals being fully empowered to have efficacy and ability to manage their unique stress levels is dwindling, yet many point to employees being responsible for managing their own energy and prevention measures for anxiety, stress-overload and ultimately burnout.
“The perks that HR offers for physical and financial health mean little when the other ways you do business advance work outcomes at the expense of everything else.” – Gallup
Who is responsible for employee burnout? The WHO (World Health Organization) recognizes the low well-being of employees and a systemic and societal issue, as does the US Surgeon General, yet companies are not yet being held accountable for the harm caused to their employees in the general course of business.
Can we set wellbeing goals at the Company level, the Department level and at the Direct Manager level? I haven't seen it beyond "engagement" in my career, and the systems of measurement ("anonymous employee surveys") are a bit sus aren't they?
Managers are juggling 🤹♀️
One of the key responsibilities of managers is to create a positive work environment for their employees. In order to achieve this, managers must focus on generating positive employee experiences and reducing stress at work. This includes setting clear expectations, removing barriers, facilitating collaboration, and ensuring that employees feel fully supported to do their best work. When managers prioritize these responsibilities, they can help to prevent employee burnout and create a culture of well-being within their teams.
The stress many managers, especially those newer in role, are experiencing right now is overwhelming. Consistently through the past few years, managers in the messy middle of management have been tasked with doing more... and more... with less.
More direct reports.
More scope and responsibility.
More pressure to instantly transition to be a "player-coach".
I'm exhausted for them/you!
Research studies consistently show that Managers have the greatest impact on employee well-being and retention. According to Gallup, managers have the greatest impact on employee engagement, with 70% of a team's engagement influenced by their manager. In contrast, only 42% of managers say they feel “completely” empowered and capable of helping their company achieve its well-being commitments.
“only 42% of managers say they feel “completely” empowered and capable of helping their company achieve its well-being commitments.”
The phrase "it get's lonely at the top" is well-known and true!! As I've been coaching and connecting with many folks in my network the past few months, it's become clear that managers are not getting the support needed from their peers, bosses and companies.
Accountability for Employee Wellbeing
Creating a culture of well-being requires a holistic approach to work that prioritizes the health, safety, and well-being of employees. This includes promoting work-life balance, encouraging regular breaks, and ensuring that employees have the resources they need to succeed. By integrating well-being goals into team goal setting and providing opportunities for development that focus on well-being, managers can help to create an environment that supports the whole person.
I firmly believe that every leader creates an environment, that their employees experience. It’s whether or not you are purposeful in designing that environment, and designing your employees experience that is the big variable.
“Eighty-four percent of the C-suite say their company has made public commitments around workforce well-being, but only 39% of employees agree.”
Senior leaders MUST be held accountable for not only employee engagement, but employee well-being measures. This should be built into their bonus and compensation incentives alongside business performance.
I'll be thinking more this upcoming month on the WHAT of this – which measures are most likely to actually drive the intended impact?
Catching my attention
These listens/reads/watches have caught my attention recently and helped inform my perspectives above:
- As workforce well-being dips, leaders ask: What will it take to move the needle? from Deloitte Insights: Read here
- Evidence-Based Diversity, Equity and Inclusion Practices by Professor Stephanie J. Creary at Wharton: Read here
- Setting Boundaries in a New Job with Muriel Wilkens on Coaching Real Leaders: Listen here
- Full report from the US Surgeon General on why workplace wellbeing is a priority for societal health: More here
Let me know how you are REALLY doing, or what you are taking away from this email or the Boundary Setting Workbook tool.
Your Coach,
Alison
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Curator & Leadership Coach
Alison Gretz, ACC
Executive Coach, Future of Work & Leadership Development thought leader, Mum to 2 small humans, prior leader to teams of hundreds.
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