When employees are engaged and interested in their work, employees experience an overall sense of Career Wellbeing. This in turn impacts customer engagement and increased employee productivity. In this third article in our three-part series, Dr. Kate Burton shares practices that managers and leaders can implement to support their employees sense of overall Career Wellbeing.
Organizations continue to navigate the highs and lows of sustaining diversity, equity, inclusion, and belonging initiatives. In this article Dr. Joanna Thompson proposes three practices that can help overcome barriers and advance the commitment to DEIB.
Grab a page from Taylor Swift’s songbook and pick up tips on how to enhance propinquity in your workplace by learning how she connects with her fan base.
In the second of the three-part series on Career Wellbeing, Dr. Kate encourages managers to take a coaching approach to their management. Coaching requires leaders to put on their mentor hat and involves more mutual collaboration, dialogue and active listening when providing feedback.
The findings from Gallup’s extensive research outlined in the book Wellbeing – The Five Essential Elements (2021) propose five ingredients to individual wellbeing. In the first of this three-part series, Dr. Kate discusses career wellbeing and in subsequent articles, she will provide strategies for how leaders can enhance their management chops to support an employee’s career journey.
Leaders who practice mindfulness are more self-aware, emotionally intelligent, and empathetic, which can help them be more focused, make more informed decisions, foster positive relationships, and create an environment conducive to growth and success within their organizations. Learn four easy steps to get started.
Set your intentions for the new year and focus on fostering propinquity. Building propinquity in the workplace fosters collaboration, teamwork, and a sense of unity among team members. Learn ways in which to take stock of your current culture to lay the groundwork for a new year of possibilities focused on building connection.
It’s common knowledge that a strong organizational culture correlates with a highly engaged and productive work force. But how do you get leaders to attend to the gaps in their own cultures and to be mindful of their employee’s experiences? Especially those who are set in their ways or too attached to “traditional” ways of running a business?
When gratitude is part of the organizational culture and practice, it creates a ripple effect that transcends hierarchy and department boundaries and fosters collaboration and support, creating a stronger, more resilient organization.
The world of work is now distinctly different from the one that we recently left behind. Organizations that once insisted that their teams could never successfully work in a remote environment have suddenly been convinced that distributed teams and working from home is an effective and productive work mode. Contrarily, organizations that have long promoted remote work have suddenly realized that sending people away from the office wholesale has come with dramatic side effects.
The pandemic has had a profound effect on mental health and wellbeing. What steps can organizations take to prioritize employee mental health in the new workplace?
Working from the office is no longer an expectation – it is a choice. The question we each will be facing is no longer “should we go into the office to work” – but rather “will the office help us do our best work?
It is sometimes easy to forget that our shared work experience is exactly that – a shared experience. One that is shaped, for better or worse, by our daily interactions with the people we serve, and the people we work along-side. For a growing number of workers, we have become isolated and alone, and quite possibly to dire effect
Presence is still an incredibly important part of our work experience. Our proximity to others is one way in which we influence behavior, shared beliefs, and team culture. It is critical to the way we learn, and the relationships we build. But it is not an end into itself, and it should never be without intention.
As I interview executive leaders about their plans to capitalize on the momentum given to them by the global pandemic, most reflect that their greatest aspiration is that their organizational processes, programs, places, and policies would better support the needs of their people rather than simply the tasks they perform.
As a result of evolving the role of the workplace, workplace designers and planners find themselves interacting increasingly with people who are planning the organization’s cultural priorities and the employee experience. As I bring together workplace designers and culture creators, I find the best starting point is shaping a shared vocabulary of the basics of culture design.
As more mass-vaccination sites open daily, signaling hope of a normal tomorrow, it seems most organizations are still on a journey of constant starts and stops as they try to feel their way through the post-pandemic working world. With digital transformation efforts accelerating, we can imagine what the working world might look like three to five years from now
Management teams everywhere are grappling with the same question: Does the office still matter? While remote work is an alternative for many, some companies are rethinking the role of the office. Redefining the workplace as an experience opens the door to new and interesting possibilities for how we operate. But where do you start?