‘Wellbeing’ is a word that has become so overworked in our vernacular, it might need a wellbeing check itself. But when it comes to prioritising wellbeing in the workplace, many managers don’t know where to start.
In a recent poll of over 100 businesses assessed, only 12% responded as doing “extremely well” in achieving healthy work-life hours in a normal week, while a staggering 45% specifically identified as not achieving a healthy balance.
The demands of the modern work environment can be a source of significant stress, and the way we manage our teams can impact both individuals and organisations as a whole.
So how do you prioritise workplace wellbeing? And what practical strategies can help enhance employee wellbeing, work culture, and ultimately – organisational success?
Long hours, intense work, high stakes. The fast-paced and demanding nature of professional services can be stressful environments in themselves. While businesses may not be able to remove every anxiety connected to work, the way in which we manage people can have a significant impact – positive or negative – on employee wellbeing.
Before we can build effective strategies around wellbeing, we first need to identify the stressors.
In the wise words of Brené Brown, Clear is Kind. The last thing an employee should be wondering is, “What am I meant to be doing?”
Lack of clarity about one’s role and the expectations connected to that position can lead to self-doubt, anxiety and a lack of productivity. Equally, if a leader is unclear about the direction of the organisation, the reverberations of doubt and uncertainty can be felt throughout a team. The biggest gift managers and leaders can provide their team is to remove any guesswork and set clear expectations of an employee’s role and output.
Open up the conversation with your employees and ask whether they are clear about the tasks on which to focus their energy, particularly during busy periods. What are the priorities? What are the “nice to haves”?
Clarity creates clear goalposts. And when employees hit those targets and complete the work at hand, they reap the benefits of a sense of satisfaction. Without a clear endpoint to a project, mental health can suffer by the constant feeling of “doing”. At some point, we all need to know a job is done.
Carving out clarity is one of the best tools managers can utilise to prevent burnout and generate employee satisfaction.
Once staff are clear on what they need to achieve, they need to feel that can achieve it.
Self-doubt and lack of self-belief are considerable workplace stressors that can result from a shortfall in support – perceived or real. Creating expectations with your team isn’t a matter of “set and forget”, but an ongoing relationship of support and inquiry.
An employee might have the capability, but not the confidence. It’s the role of a manager to help motivate their team and provide reassurance that they have the skills to achieve their goals – with the support of the organisation behind them.
It’s no secret that the landscape of workplaces has changed significantly in the past three years – let alone the past twenty, when many managers and leaders were rising through the ranks.
An organisation’s success is no longer measured in 6-minute units. The picture is far broader, and includes the health of internal relationships, retention rates, talent attraction, employee satisfaction and business reputation.
Balancing these considerations is no small feat, and the burden on leaders has arguably never been greater. Given that many managers see themselves as technical professionals first and leaders second, the ‘management gap’ can quickly feel more like a chasm. Gauging the wellbeing of your team is a good litmus test for overall organisational health and to identify areas of improvement.
Consider the following steps:
Bear in mind that some staff might not feel comfortable having these frank conversations in person. Sending around an anonymous poll is a non-invasive way to invite openness and collect invaluable data points that arm leaders with the information needed to better manage their teams.
Performance shouldn’t come at the expense of wellbeing, nor should wellbeing come at the expense of results. Rather, a healthy relationship between the two has the power to create greater productivity, returns, and overall organisational growth. The secret is doing it – well.
