Followers need to see how things will get better and what that future might look like. Leaders need to build that foundation of stability, and hope sits on top of that.
From Tom Rath
Executives must place a priority on wellbeing if they want to attract the right people, keep their best people, and drive their company's financial performance.
Having fewer unhealthy days and, in turn, more days when you have the energy to get things done is probably the global constant through which businesses and individuals can think about the quantifiable upside of increasing wellbeing.
It's unrealistic to expect the person you go to for sage advice also to be the person you go out and have a good time with. And it's unlikely that he or she will be the same person who's pushing you and motivating you to do more every day, like a coach or manager does.
I think the term 'friend' itself has lost almost all of its exclusivity. Even the term 'good friend' is overused. Adding the word 'vital' provides a clear definition of what we mean.
When top scientists and psychologists talk about what's important to our overall wellbeing and how satisfied we are with our lives, the only thing that they all agree on is that social relationships are probably the single best predictor of our overall happiness.
The quickest way to be a little bit happier and more engaged in your job is to spend some time thinking about developing closer friendships.
The most important thing executives can do is send a very clear message to their employees that they care about each person's overall wellbeing and that they want to be a part of helping it improve over time.
I've spoken with a few employers who have moved away from what has to be some of the least attractive language you could use about health risk to start talking about wellbeing.
For wellbeing to take hold, it's got to be something that individual team members are getting excited about in their own lives. It can't be something that a company is forcing top-down through hierarchical structures.
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