“ Just How Things Are Done Around Here “
Evidence vs. Belief
EVIDENCE BELIEF
Worksite WellnessAt a Crossroads
Not People, Paradigms
FLAWED FOUNDATIONS:
THE ROOTS OF OUR STUCKNESS
Worldview — Mechanistic
Science — Reductionist(Whole = sum of its parts)
Culture — Control oriented(hierarchy, patriarchal)
Health — Biomedical(fix the machine)
Traditional Approaches to ChangeExtrinsic (controlled) Motivation
Outdated Outdated
PNI
Quantum Physics
Chaos & Complexity
Neuroscience
The Stuckness - The Old Paradigm
The Stuckness - 17th Century Science
Monkey on Our Back
Desire for & Illusion of Control
The Stuckness - 17th Century Science
Misconceptions about Health, Disease & Human Behavior
Desire for & Illusion of Control
Bad Science
Poor Efficacy Iatrogenesis
The Stuckness - 17th Century Science
Employee Wellbeing
OrganizationalWellbeing
Behavior Change
Desire for & Illusion of Control
The Stuckness - Organizational Wellbeing“Scientific Management:” (control the machine)
• Human nature to “goof off”• Job tasks broken down to component parts
• Micro-managing
• Pay for production
Frederick W. Taylor
The Stuckness - Organizational Wellbeing
“Each man must give up his own particular way of doing things, adapt his methods to the many new standards and grow accustomed to receiving and
obeying instructions, covering details large and small, which in the past had been left to individual judgment.
The workmen are to do as they are told.”
C. Stephen Byrum. “From the Neck Up: The Recovery and Sustaining of the Human Element in Modern Organizations.” 2006.
“Scientific Management:” (control the machine)
• Reduce and analyze• Measure and quantify• Scare, cajole, pressure, persuade• Behavior modification• “Get” people to change
Fear
} Risk Factors
} Control
The Stuckness - Employee Wellbeing“Health Risk Management” (control the machine)
The 4P’sPry, Poke, Prod, Punish
“Wellness or Else” !
The Stuckness - Employee Wellbeing“Health Risk Management” (control the machine)
The Stuckness - “Getting” People to Change
“There is no place in the scientific analysis
of behavior for a mind or a self”
Skinner, American Psychologist, 1990
Trapped in Skinner’s Box
The Stuckness - “Getting” People to Change
“Let’s face it…
incentives are about
getting people to do things
they would otherwise not do”
Absolute Advantage, WELCOA (2005)
The Stuckness - “Getting” People to Change
EVIDENCE BELIEF
Worksite WellnessAt a Crossroads
How successful do we want to be ?
How seriously do we want to be taken?
INTRODUCING THE 7 POINTS OF
TRANSFORMATIONA Blueprint for Getting Unstuck
The 7 Points of Transformation
New Paradigm Approach to Data
Reality Check of Current State
• Organizational Wellbeing Data
• Employee Wellbeing Data
• Dynamic Complexity / Holistic View
Organizational Well-Being DataData to
Collect/AnalyzeFrequency of Collection/
AnalysisKey themes to Look For
Workplace Culture Survey
Every 2 years Disconnect between current and preferred state of organizational wellbeing
Employee Happiness Daily / Weekly If there’s a downward shift in happiness, tend to it ASAP; if it’s increased, what can you learn about what may have contributed it (and keep doing it)?
Turnover / Exit Interviews
Quarterly Are departing employees top performers? Are there trends with exit interview feedback? Are there areas losing more employees than others?
Employee Referrals Quarterly *depends on hiring needs/frequency
Are employee referrals increasing or decreasing?
Employee Well-Being DataData to
Collect/AnalyzeFrequency of
Collection/ AnalysisKey themes to Look For
Work Comp & Disability Claims
Quarterly Are there red flag claims (Mon. morning or Fri. claims)? Increase or decrease in back and musculoskeletal claims
Medical Claims Annually Claims that could be reflective of poor organizational wellbeing; possible trade-off for Work Comp claims; trends in Emergency Room claims; lifestyle claims
Wellbeing Satisfaction Annually Is overall wellbeing satisfaction improving or not? Are there specific areas of wellbeing improving or worsening?
Stress / Burnout Depends on how data is collected
Are stress levels increasing more in one area than others? Do you see stress relating to feedback from organizational wellbeing data?
Begin with the End in Mind
• Strategic Thinking > Strategic Planning
• Include EVERYONE!
• Additional Wellbeing Metrics
How will you Tell Your Culture Transformation/Wellbeing Story?
Planning for a Sustainable Future
• Fast forward to 3-5 years from now; what are you wanting for your company?
• What does life look like where organizational and employee well-being are thriving?
• How will you know your efforts have been successful?
Long-Term
Planning for a Sustainable Future
• Given the long-term vision, current state of reality, etc. what is most important for the next 12 months?
•What will make the biggest difference?
•Who will be responsible for each task?
Short-Term
People Quit Bosses – Really!
• 50-70% of employee’s perception of the organization’s climate can be traced to the actions of the leaders.
• Leaders need to allow people on their teams to feel like valued individuals.
Consortium for Research on Emotional Intelligence in Organizations (2001); Adrian Gostick & Chester Elton: How the Best Managers Create a Culture of Belief and Drive Big Results (2012)
Leaders’ Role in Employee Wellbeing• Leaders shouldn’t ignore well-being as if it’s beyond the
scope of their jobs.• People who agree their manager cares about them as a
person:– Are more likely to be top performers– Produce higher quality work– Are less likely to be sick– Are less likely to change jobs– Are less likely to get injured on the job
Rath & Harter (2010), Wellbeing: The Five Essential Elements
Framework for Developing
Quality Leaders
The Power of Self-Awareness
Shifting Thinking Patterns
Christina Marshall“A paradigm changing approach to better results for, with, and through people” by “increasing people’s capacity to think better about choices, especially by increasing intrinsic thinking” (Intrinsic Solutions International)
I > E > S Applied
Intrinsic Coaching®
I>E>S Applied In Action
From the Mouths of Leaders:• “I’m finally seeing how much I didn’t listen before! I’m much more patient
and am not interrupting as much.”• “I’m managing my stress much better and being more thoughtful in how I
respond to things – which my employees probably appreciate.”• “I was able to tap into this last night with my wife…pretty sure it kept me
out of the spare bedroom!” • “It’s amazing how we’re able to cut through all the junk and deal with
what is most important; the time we spend in meetings has decreased dramatically.”
• “We should have done this a LONG TIME AGO!”
Creating a Supportive Climate
• Leaders Intentionally Living Values & Desired Culture
• Clear Purpose & Direction for Culture Change
• Communication
• Wellbeing = Platform for Employee Experience
Deliberately Developmental Organizations (DDOs)
• Cornerstone for high-potential culture
• Support people in turning personal struggles into growth opportunities
• View work as an essential context for personal growth
• People are expected to be working on identifying and overcoming patterns of thinking and behavior as part of doing their job well
• Limitations embraced as “Growing Edge” to get to next level of performance.
Kegan, Lahey, Fleming, & Miller (April 2014). Making Business Personal. Harvard Business Review
Why DDO?
“To an extent that we ourselves are only beginning to appreciate, most people at work, even in high-performing organizations,
divert considerable energy every day to a second job that no one has hired them to do: preserving their reputations, putting their best selves forward, and hiding their inadequacies from others
and themselves. We believe this is the single biggest cause of wasted resources in nearly every company today.”
Kegan, Lahey, Fleming, & Miller (April 2014). Making Business Personal. Harvard Business Review
Aligning Organizational & Individual Growth
“Deep alignment with people’s motive to grow means fashioning an organizational culture in which support to people’s ongoing
development is woven into the daily fabric of working life, visible in the company’s regular operations, day-to-day
routines, and conversations.”
Kegan, Lahey, Fleming, & Miller (April 2014). Making Business Personal. Harvard Business Review
2 Types of Challenges
Technical Adaptive
Ronald A. Heifetz & Donald L. Laurie (December 2001). The Work of Leadership. Harvard Business Review, p. 131-141
Participation, Engagement & Incentives
• Participation - the act of taking part in something • Engagement - how employees feel about their work
Engaged employees are committed to and excited about their work and willing to go the extra mile to make a
difference
• Incentives increase participation • Claim improved engagement
Bribing employees to participate may increase the numbers who do. But it says nothing about engagement -
how they feel about their work.
Participation, Engagement & Incentives
http://salveopartners.com/engagement-wellness-programs-separating-fact-fiction/https://www.youtube.com/watch?v=q4j0u98gFj0
Supporting Change Without Incentives
“Don’t ask how you can motivate others. That’s the wrong question.”
Ask how you can create the conditions within which others will motivate themselves.”
Dr. Edward Deci - http://www.youtube.com/watch?v=VGrcets0E6I
Create The Conditions
Supporting Change Without Incentives
•Autonomy
•Mastery
•Purpose
employees being able to think for themselves and direct their own actions
opportunities to learn, grow & become highly skilled•
work that is meaningful & connected to a greater purpose
Create The Conditions
“The Energy Project”
14,000+ global respondents, 24+ industries“No single factor in our study comes close to influencing
people's job satisfaction and likelihood to stay at an organization as much as the sense that
their work gives them a sense of meaning and purpose.”
Tony Schwartz, What is your quality of life? TEP and Harvard Business Review, 2013
Supporting Change Without IncentivesCreate The Conditions
Supporting Change Without Incentives
• Start with Organizational Well-Being• Provide opportunities to develop better, constructive
THINKING patterns, not control behaviors (Intrinsic Coaching®)• Focus on engagement, not participation• Focus on the Journey, not a pre-determined result
Create The Conditions
Employee Wellbeing5 Universal, Interconnected Elements:
• Career Wellbeing• Social Wellbeing• Financial Wellbeing• Physical Wellbeing– Emotional Wellbeing
• Community Wellbeing
Evaluating Programs & Resources: Are They…• Addressing the issues that have the greatest impact on
employee well-being?• Addressing the issues that have the greatest impact on
organizational health?• Addressing the issues employees want addressed?• Promoting engagement?…or Inhibiting it?• Evidence and experience based?• Fiscally responsible?
Move Beyond Old Paradigm Programs
Instead of These:
•Biometric Screening
•Health Risk Assessments
Offer These:
•Healthcare Consumerism
•Chronic Disease Self-Management Program
http://patienteducation.stanford.edu/programs/cdsmp.html
(CDSMP)
Move Beyond Old Paradigm Programs
Instead of These:
•Weight loss programs, competitions, contests
•Prescriptive nutrition & exercise programs
Offer These:
•Health for Every Body®
• Intuitive Eating & Positive Body Image
Health for Every Body® - The Program
Health for Every Body® is an on-site, 10-week program based upon the principles of Health At Every Size® (HAES®)
offering employees an alternative, evidence-based approach for making peace
with their bodies and their food.
What CAN Save Money ?
State of The American Workplace
70% of U.S. workers are not engaged
$450-$550 billion dollars a year
Gallup Employee Engagement Insights for US Business Leaders - 2013
Good leaders
Good managers
Autonomy, Mastery, Purpose
What DOES Save Money?
• Company Sponsored Centers of Excellence
• Leapfrog Hospital Safety Scores
• Co-ordinated Care Model
• Disease Management
www.dismgmt.com – gold standard
http://www.leapfroggroup.org/cp
Evaluate Efforts and Readjust…It’s a Moving Target
• Culture survey every 2 years (Thriving Workplace Culture Survey)
• Annual well-being evaluation survey– Degree of satisfaction with each area of well-being– Assess engagement in own well-being, not
participation in programs– Measure importance of incentives if “correcting” for
them
Wellbeing Dashboard
Assessing Engagement in WB
59
Compliance or Engagement?• What is your primary reason for participating in the XYZ Program?
– I’m personally interested in improving my well-being– I wanted the incentive– Other
• How important was the incentive to your decision to participate in the XYZ Program?– Very important (wouldn’t have participated w/o incentive)– Somewhat important– Neutral– Somewhat unimportant– Very unimportant (would’ve participated regardless of incentive)
Beginning The Journey…It’s a JOURNEY, not a destination!
The Dangers of Paradigm Straddling
Old Paradigm
New Paradigm
http://salveopartners.com/employee-wellness-organizational-health-professionals-beware-dangers-paradigm-straddling/
Put The 7 Points of Transformation into Action!
• One-Day Workshop • Tampa, FL• Tuesday, February 10, 2015• Visit SalveoPartners.com/events for more info
Join Rosie and Jon for A Workshop Experience Like No Other!
[email protected]@salveopartners.com