From time to time I run workshops for managers and leaders about wellbeing. We explore what we mean by wellbeing, what a well team looks like, the role of the manager in enabling staff wellbeing, and how to have wellbeing conversations.
Typically, the delegates are self-selecting, so to some extent I am preaching to the converted – or at least the curious and interested. The question often arises in some form or another about how we reach those who aren’t so interested. Because in many respects those are the folk that we need to reach the most.
Recently, this discussion came up in the form of comment. A delegate shared the responses she had received when telling fellow managers that she was attending my workshop.
She didn’t think it was nice. Neither did I.
We thought it was necessary.
Kittens are nice. So are fluffy bunny rabbits. Also, wine. And biscuits.
Wellbeing isn’t nice. It’s serious stuff. Work can be a force for good. It can also be a source of stress, ill-health, pressure.
Caring about the health and wellbeing of the people that work for you is the right thing to do. As a people manager or HR professional we have responsibilities in this space.
It isn’t nice to be capable of having a conversation about mental health. About working with wellbeing in mind. Role modelling, tackling behaviours that can negatively impact upon health, promoting a healthy culture.
It isn’t nice, it is a critical part of management responsibilities.
If you want nice, here are some cute rabbits.
I was in a workshop last week and we had our CEO come in and talk to us for over an hour with Q&A after. In his business update he spoke about wellbeing and employee engagement. In his mind he sees a clear and direct link between people at being being treated well and it having a positive contribution to the success of the organisation. I’m already an advocate and have been for years, so have a clear bias to people being treated well at work. To hear him talk in such ways was refreshing.