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.
Sentiment: POSITIVE
The bottom line is, when people are crystal clear about the most important priorities of the organization and team they work with and prioritized their work around those top priorities, not only are they many times more productive, they discover they have the time they need to have a whole life.
Stress on fast growing companies comes from a lot of different places. The one that is often the largest, and creates the most second-order issues, is the composition of the leadership team. More specifically, it's specific people on the leadership who don't have the scale experience their role requires at a particular moment in time.
In the larger companies, you have this tendency to get top-down direction.
I think people fail to realize that teams and organizations have been stacking teams since way back in the day.
Some of us think holding on makes us strong; but sometimes it is letting go.
When you look at a company that's already succeeded or is at the very top of its game, it isn't necessarily when it's executing well. It tends to be peacetime - you've defeated the competition, you have the highest margins, the highest multiple.
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.
Collective management will build companies - not top-down decision-making.
For me, this is a familiar image - people in the organization ready and willing to do good work, wanting to contribute their ideas, ready to take responsibility, and leaders holding them back, insisting that they wait for decisions or instructions.
It takes the pressure off of your better players to know they don't always have to be on top of their game for the team to do well.
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