Well-being

There Is No Finish Line
There Is No Finish Line 1080 565 Jason Lauritsen

Last week, my daughter ran her first cross country race. For those who aren’t familiar with cross country, at her age, it’s a mile and a half run in the “country” (i.e., on grass, through the trees, up and down hills, etc.).

She’s new to running and had never run any kind of race in the past, so this was all new territory for her. To help her prepare, we talked a little about strategy.

Most of our conversation focused on where she was in the race relative to the finish line. For example, one of the ideas that resonated with her was to remember that it is “only a mile and a half.”

She knew she could definitely run the length of the race, so the idea was to remember that the finish line was never too far away. She could push through the pain and struggle in the middle of the race because she knew for certain that it would soon be over.

I remember having that same thought when I ran half-marathons in the past.

“It will be over soon. Just keep running.”

Whether in a race, at work, or elsewhere in life, we crave the comfort and motivation that a finish line provides. We can endure anything for a short period of time, as long as we know when it will be over.

My Orangetheory trainers have a phrase they like to say just before asking you to do something difficult, “You can do anything for thirty seconds.”

Finish lines are powerful.

Why We Are Struggling

Last week, I listened to Brené Brown’s conversation with Amy Cuddy on her Dare to Lead podcast. They were talking about an article that Amy co-wrote for the Washington Post in August titled, “Why This Stage of the Pandemic Makes Us So Anxious.”

In this article, she and her co-author outline something called “pandemic flux syndrome” that they attribute as the reason so many of us are really having a tough time right now with where things are in the world, particularly related to the pandemic.

According to Cuddy, if you are feeling amped-up anxiety or depression right now, there’s a good reason for it. Listening to this discussion helped me sort out why the past few months have felt so challenging for me personally.

I suspect the same might be true for you.

The more I’ve reflected on what I learned, the more I’m convinced that our struggle with the pandemic has everything to do with our fixation on finish lines.

We desperately want there to be a finish line—a point when this is all over and we can return to some semblance of a normal and a predictable existence. The belief that there is a finish line can help many of us to get through the most challenging times in our lives.

Earlier this summer, we thought we were very near the pandemic’s finish line in the U.S. The July 4th holiday was supposed to be a declaration of our independence from COVID’s grip on our lives. We were ready to move on.

But that finish line turned out to be an illusion with no end in sight.

Ever since, we’ve been searching for the real finish line, desperate for anyone to tell us where it is. Our craving and belief in a finish line may be a big part of what’s dragging us down right now.

The Reality We Must Face

The pandemic isn’t a race.

There is no finish line. Not really, and not in the way we want there to be one.

There won’t be a day when we will wake up, open a browser, and see a news story declaring that today is the day it’s over.

Anyone who tells you that the finish line exists is probably just trying to give you something to fuel your hope and bolster your motivation to push through the ongoing challenges.

“Just keep running. You’re almost there.”

It seems that we keep running towards a finish line that doesn’t exist. No wonder so many of us feel so tired.

I think about my daughter’s cross country race.

What would have happened if they kept moving the finish line? What if the kids were left to just keep running in circles with no immediate end in sight? After working through their initial confusion, I’m betting it wouldn’t be long before many of them just gave up and quit running as they got progressively more tired.

Does that sound familiar?

People everywhere are quitting their jobs, moving to new places, making relationship changes, and more. These are all different ways of quitting the race. We are tired of running towards a finish line that never appears. So, we are trying to create our own.

Running towards a finish line that doesn’t exist is breaking us.

This Isn’t a Race (There Is No Finish Line)

It’s time for a mindset shift. I know I’m working on mine.

The pandemic isn’t a race. Things are shifting daily, and even when it looks like it might be nearing the end, another variant or another virus could emerge and erase all the progress we’ve made.

There is no finish line.

Figuring out the “return to office” and future of work isn’t a race. There is no singular right answer because even if you create the perfect plan and get it rolled out, something will change and disrupt the balance again.

There is no finish line.

We must learn to embrace the reality that we aren’t in a race; we are on a journey. Along this journey, everything is constantly changing.

Rather than try to “endure it” as we would the pain of a race, we must instead adapt and respond to it in a way that helps us find success and happiness.

What Is Helpful Now?

The idea of a finish line also implies that there’s a “new normal” on the other side of it. This leads us to believe that things will settle down and be somehow better when we get there.

It’s a mirage.

When we let go of the illusion of the finish line, we can stop waiting for it. Instead, we can start asking different questions and focusing on what we can do today to make things better.

Admittedly, this is no easy task. Whether you are trying to tackle this personally or figure it out for your organization, there are few easy and clear answers.

Here are a few things to consider as you chart a new path forward on this journey.

We need to take better care of ourselves and each other.

Living with constant change and uncertainty is hard. It’s okay to admit that this is challenging. And it’s frustrating that we can’t control what’s going to happen to us or around us.

The thing we do have some control over is how well we care for our well-being and that of those around us. Our well-being fuels our ability to show up and thrive regardless of the circumstances.

We don’t know how long this leg of the journey will be. We must take care of ourselves, to rest when we need it. No matter what lies ahead, if we are broken down and burned out, we will not be in any shape to meet it.

Focus on what is helpful right now.

A lot of plans made for this fall were built on an assumption that we’d be in the “post-pandemic” phase (i.e., we would be across the finish line). But that’s not what happened. And yet, I see many organizations (and people) trying to stay the course even when the finish line never appeared.

Instead of making plans for what happens “after the race,” we need to start embracing the reality that we have no idea when things will change again. So, let’s start asking a different question.

What would be most helpful right now?

This is a particularly helpful question when it comes to sorting out questions about where and when and how people should be allowed to work as we move forward. Debating if your organization is going to be an in-person or hybrid or remote workplace in the future may feel really important right now. But there’s a much more pressing question that should come first.

What do our people need right now to be able to do their best work in a way that supports their well-being?

If you focus on answering continually this question, you won’t need to worry as much about the future workplace question because you’ll answer it along the way. You’ll create whatever you need to support your people’s needs.

What Do You Think?

Are you feeling the drain of chasing a finish line that never seems to appear?

If so, how are you adapting? What are you finding helpful?

The journey is long and the road is winding. It’s not the end of the journey that should command our attention.

It’s traveling well.

We can do that together.

 

P.S. For those who are wondering, my daughter did great in her race. She ran better than she expected and learned a lot. She’s looking forward to her next race today. 🙂

Are we okay?
Are we okay? 150 150 Jason Lauritsen

At least in some places (like where I live in Nebraska), it can be easy to forget that we are still trying to escape a pandemic.

We are all anxious and ready to move on and move forward. I know I am.

But in our fervor to get back in action, we need to remember that everyone has been through some pretty heavy stuff over the past year (some far more than others). And we might not be able to leave that behind so quickly.

This was brought into focus for me this week as I listened to a podcast about “Shot Girl Summer.”

And it made me wonder, “Are we okay?”

The Simple Way to Avoid Being a Bad Boss
The Simple Way to Avoid Being a Bad Boss 1080 608 Jason Lauritsen

While it’s been a long time since it first happened, I still remember the gravity of the responsibility I felt when first asked to supervise people at work. 

A manager has a profound impact not just on our experience at work but also on our life. When you get it wrong, there are real consequences for your people. 

How many times have you sat with friends and either complained or listened to someone complain about their boss? 

Nobody wants to be that boss. 

But the fear of being “that boss” can make it feel like you have to be perfect and not make any mistakes. And when you do make mistakes, it can feel risky to admit them.    

You are a complicated, emotional human being trying to manage other complicated, emotional human beings. That’s no easy task. 

You will make mistakes. 

One of the hardest things about being a manager is learning to balance that desire to avoid being a bad boss with the reality that mistakes are inevitable. 

The truth is that how we show up as a manager when we don’t get it right is just as important as getting it right in the first place.   

You Will Make Mistakes

After my burnout wake-up call last summer, one of the things I committed myself to as part of my well-being ritual was a daily meditation practice. 

One of the most powerful things you learn through meditation is to cultivate awareness. Awareness of the moment; awareness of how you feel; awareness of your thoughts. 

It sounds simple, but ask anyone who has tried—it’s much more challenging than it sounds. 

The benefit of cultivating this skill of awareness is that it allows you to be more present in your day-to-day experiences, allowing you to be more mindful of what you do and how you show up with others.  

One thing I learned right away about meditation is that you must let go of judgment in your practice. Mindful awareness isn’t natural for most of us, so meditation is a practice of trying and failing over and over again.

It can be easy to get frustrated if you don’t recognize that trying and failing is part of the learning. 

In nearly every guided meditation I’ve done, early on you will hear something like this:

“You may notice at some point that your mind has wandered and you’re lost in thought. That’s okay. It’s normal. Once you notice, just return to where you started and begin again.”

No judgment. 

Just validation that it happens and an invitation to return to your intentions and give it another shot. That’s the practice. 

Begin Again

As a manager, if your goal is to help others to do their best at work, support their well-being, and advance in their career, it will be challenging work. 

Managing is only easy when you’re doing it wrong. 

Becoming a good manager is like learning meditation. It’s not natural for most of us, so it requires lots of practice. And as you practice, you’re going to make mistakes.  

The list of mistakes I’ve made in my management career is long enough to be a book of its own. The goal isn’t to eliminate mistakes. They’re inevitable.

The goal is to cultivate an awareness of your actions as a manager so that you recognize when you’ve made a mistake.  

When you say the wrong thing. Or you shut down an idea before you’ve heard the person out. Or you avoid a hard conversation. Or you fail to set clear expectations.  

It’s what you do when you make mistakes that matters. This is where meditation guidance is valuable. 

  1. Recognize you’ve made a mistake. 
  2. Don’t judge yourself for making a mistake. It’s a natural part of the job. 
  3. Acknowledge your mistake. Apologize to the person if it’s warranted. 
  4. Remind yourself of your intention to be a good manager and what you learned through this mistake. 
  5. Begin again. 

Every time you do this, you’re not only becoming more skilled as a manager, but you’re also building trust with your team. When people know you will own up to your mistakes and make things right, it amplifies trust. 

Mistakes are part of the process. Don’t be afraid of them; embrace them and turn them into progress.

 

Related Reading:

Managing Through Love

The Other Side of Burnout – What’s Working for Me

How Much Should a Manager Know About Their Employees’ Personal Lives

[Video] Should We Still Be Shaking Hands?
[Video] Should We Still Be Shaking Hands? 1080 1620 Jason Lauritsen

I don’t know about you, but as more people get vaccinated, the world seems determined to make its way back to normal.

In some ways, this is comforting. But I’m feeling a little unsettled.

Amidst the terribleness of the pandemic, we were forced to stop and change things about how we live and work. In many cases, this was for the better.

I’m worried that if we aren’t thoughtful and intentional in the coming months, the positive things we’ve learned and gained will be lost.

I had an experience recently that brought this into sharp focus for me.

It involved handshakes.

I talk about it and what I think we are called to do right now in this video.

employee wellbeing discussion
Why Employee Well-being is Vital to Work Performance
Why Employee Well-being is Vital to Work Performance 1080 720 Jason Lauritsen

There’s a lot of talk about employee well-being right now. 

Apparently, suffering through a global pandemic is enough to finally get us thinking about our well-being more seriously. The consequences of a lack of well-being have been laid bare over the last year.  

But employee well-being isn’t a new phenomenon. It’s been lurking in the shadows, affecting work performance for as long as the notion of “work” has existed. 

Today, my goal is to caution you against dismissing the emphasis on employee well-being as only being related to the pandemic. Instead, we must recognize it as an opportunity to re-tool management to improve both productivity and engagement moving forward. 

What is Well-being? 

Twelve years ago, I was hired to lead the corporate human resources team for a regional bank. To their credit, they’d been investing in employee well-being programs for years before I arrived. They even had a full-time wellness coordinator on staff (uncommon then) who was on my team.

I’ll be honest that prior to taking that job, I’d never really understood wellness programs. The most I’d brushed up against wellness in past organizations was through periodic health fairs at the office that seemed out of place to me.

This was something different. They viewed wellness as an employee benefit, a way to help the employee get or stay healthy. And the employees seemed to embrace it. I was intrigued. 

Workplace wellness programs at the time included things like steps challenges, weight-loss competitions, and programs to help you quit smoking. They often incorporated an outsourced Employee Assistance Program (EAP) hotline, but it seemed few ever used it. 

Employee well-being was almost entirely focused on physical health. And physical health is an important issue. But as we’re coming to understand now, well-being is so much broader than that. 

Well-being at Its Core

Well-being at its most fundamental level is literal. It’s about “being well.” The work of well-being is taking intentional steps to feel better (or less unwell) in all areas of our lives.  

There are a lot of different definitions and models of well-being out there. I like the ones used by The Center for Spirituality and Healing and WELCOA personally, but what’s more important than a specific definition is that you recognize what well-being feels like and how it affects your life.

What helped me finally grasp the importance of well-being at work was to focus on my own experiences when I was either feeling really well or really unwell in my life and how that affected my ability to perform my job. 

The most obvious experience we’ve all shared of unwellness is being sick. When we are suffering from a cold, COVID, or any other illness, our ability to perform at our best in any area of our life is diminished. 

Well-being and Performance

When we are ill, our body rallies its energy to power our immune response, which directs it away from other things. I know that I can’t think or concentrate with any effectiveness when I’m sick. At best, it takes me twice or three times as long to get things done. 

When we are physically diminished for any reason, our work suffers. Hungover, tired, hungry, or any number of other issues can cause us not to be at our best. 

A lack of physical well-being is probably the easiest to see and notice, which I think is why most wellness programs have focused there in the past. But, being unwell can have many causes. 

As we’ve heard a lot recently, mental health is a significant contributor to well-being. This can manifest in a bunch of ways, from anxiety to depression. Mental health and mental illness are just as serious and often more harmful than issues with physical health. 

I’ve written about my own experiences with burnout and how it disrupted my ability to be at my best in any part of my life—let alone work. When we don’t care for our mental health, it can have dire impacts on work and every aspect of our life. 

Hopefully, you recognize your own experience in some of this and relate to the stark difference between how you show up in life and work when you are well versus unwell.  

Why Well-being Matters

Please don’t get the wrong idea; well-being isn’t just about avoiding pain or suffering. It’s about recognizing that we all have core human needs as human beings that need to be met for us to be happy, content, and able to be the best version of ourselves. 

Being “well” means your core needs are met in a way that allows you to make choices about how to invest your time, energy, and talent.

Being “well” means you’re operating as a whole person with your full potential at your disposal. 

“Well” is an aspiration. And, it’s one that I believe all humans share. When our well-being is in a good place, it feels great. 

Well-being has come to the forefront now because the past year has introduced multiple threats to our well-being that almost felt like a coordinated attack. 

Illness led the news, but our safety and financial security also came under attack simultaneously. Relationships were strained, and unhealthy habits revealed themselves as a temporary solution to our anxiety. 

Life piled on the well-being challenges one after the other as if it were a contest to see how much we could handle before we break. Some of us broke. Many are on the verge of breaking.

This is where far too many people find themselves today.  

As a manager or leader, this should be alarming to you. Because as we know from our own experiences when we aren’t well, we can’t do our best work. 

While this has always been true, the consequences of not supporting our employees’ well-being are starker and more catastrophic than ever before. 

If you want a high-performing team who will stay with you through good and bad times, supporting well-being needs to move to the top of your priority list and stay there. 

How to Support Employee Well-being

While I’m not going to offer you a comprehensive guide here for how to manage and lead for well-being, what I can do is share with you a few foundational steps you can take to get started in the right direction.

1. Give yourself permission to care. 

Well-meaning HR departments for years have told managers to maintain their distance from employees. We were advised not to get too close to people because you need to stay objective when managing people.  

And, while this advice is meant to ensure fairness and avoid favoritism, the unintended consequence is that managers have kept people at arms-length, believing that they really can’t engage with the employee in any way beyond what is “work-related.” 

As I outlined earlier, much of what affects our well-being and ability to perform our best at work happens in the part of our lives when we aren’t working. So, as a manager who wants to help people be at their best at work, you have to care about and be interested in your employees far beyond work.

This doesn’t mean you need to become best friends with each of your employees. But, you should give yourself permission to care about them and their lives outside of work.

When you start to care for your people beyond just their work output, you’ll start asking different questions and having different conversations. Showing your people that you care is a significant first step towards improving their well-being. 

Just knowing someone cares about you is incredibly powerful. You can give that gift to every person you manage.

2. Abandon the “work-life balance” myth. 

One thing that has traditionally got in the way of organizations meaningfully addressing employee well-being is the myth of work-life balance. 

The whole notion of balance assumes you have two separate things to put on opposite sides of a scale and adjust until the scale balances. The issue here: two separate things. 

Work isn’t something separate from life, it’s part of it. The concept of work-life balance only became a thing when employees started to realize how much work sucked for them and how much of a negative impact it was having on their lives. 

So, organizations started talking about “balancing” work and life as a solution to this issue. Rather than fix the root cause (work sucks and it’s killing us, sometimes literally), we created programs to help people think about the non-sucky parts of their life—that stuff that we don’t call “work.” 

Work is part of life. And life comes to work with people every day. There is no separation to balance. There is only a human being in the middle of it who has needs and aspirations. When we refuse the myth of work-life balance, we can finally start addressing the root issues holding people back.

3. Learn compassion.  

At the beginning of the year, I declared that the number one management imperative of 2021 was compassion. Compassion isn’t a concept commonly discussed in management or leadership training, but it may be the vital missing piece to truly embracing our role in supporting employee well-being. 

At the heart of compassion is an awareness of the suffering of others and a desire to help remove or address that suffering. It’s a simple idea with profoundly powerful implications when put into practice.  

Hopefully, we’ve all experienced compassion from others at some point in our lives. If you have, you remember that experience of someone recognizing that you were suffering or struggling and offering to help you get through it. 

For me, it was the compassion of my wife and another close friend last summer who both recognized I was struggling and offered me the support I needed to heal from my burnout. 

Compassion starts with permitting yourself to care (see #1 above) and seeing the employee beyond just what happens “at work” (see #2 above). From there, it’s going to be about cultivating skills for recognizing people’s needs and challenges with a commitment to address them.  

To dive deeper into the skill of compassion, I recommend reading this resource: How to Foster Compassion at Work Through Compassionate Leadership

Well-being is the Future of Work

This has been a chaotic and often painful chapter in the evolution of work. But we’re standing at the edge of a brand new chapter.

The silver lining in this pandemic is that it shattered the status quo of “how work should be done” to reveal something that’s always been true: 

It’s about the people. 

Embracing the work of well-being is ultimately a fundamental re-thinking of how we design and manage work. Employee well-being starts with designing based on what’s best for the humans who do the work—not the organization. 

Those who recognize and embrace this shift now will lead the way forward and show what’s truly possible. And I believe they will be in a position to thrive wildly in the future. 

 

 

Related Reading:

Wellness 2.0

Why Wellness Programs Matter

How (and Why) to Check in With Your Employees Now More Than Ever

Sending My Kids Back to School Broke Me

employee wellness 2.0 - person running up stairs
Wellness 2.0
Wellness 2.0 1080 720 Jason Lauritsen

About eight years ago, I joined an organization that was pretty serious about workplace wellness.

Since the wellness team rolled up to me as the HR leader, I got pretty serious about learning what it was all about quickly. Most of the focus, I learned, was on improving the physical health of our employee population.

This particular organization had been investing in wellness programs for years, long before most organizations started to take it seriously. They did some really cool stuff in the name of wellness. They viewed it as a benefit to employees.

At the time I joined this organization, healthcare costs in the U.S. were really beginning to skyrocket and the cost of providing employer-sponsored health insurance had become a concern.

This triggered the wellness industry to jump into action. Suddenly, workplace wellness programs were no longer a benefit, they were a vehicle to control and reduce health insurance costs. It made sense. The healthier you are, the less healthcare you consume–at least in theory.

We sold this clear new “business case” for wellness, HARD. Our execs got on board and we got to work.

But, the promised cost containment and cost savings never really materialized. And we weren’t alone. It wasn’t that wellness wasn’t making a positive difference, it just wasn’t reducing health insurance spend.

This promise of wellness has failed. The cost savings never materialized. Wellness had bet big and lost on a business case with far too many uncontrollable variables.

Sadly, this is putting some wellness programs and wellness professionals at risk of losing funding and influence.

Now is not the time to abandon wellness. Now is the time to double down.

Work is a relationship for employees. And, at the core of a healthy relationship is feeling a sense of belonging and being care for. No other function within the organization is better positioned to help employees feel this way than wellness.

The practice of corporate wellness has evolved over the past decade. Today, instead of only being about improving physical health, it’s about improving overall feelings of well-being. Wellness is wholly focused on caring for you as an individual person.

When wellness works, it can really strengthen the relationship by making you feel like the organization cares about you beyond simply what you can do for it. If your organization provides you with the tools to get out of debt or with the skills to be a better parent, it makes a real and positive impact.

But when it fails, the relationship gets damaged. My wife still talks about a day at work well over a decade ago that is a good example. A snowstorm was getting started in the city and many of her colleagues were leaving work early to make it home before the snow got bad.

As a single mom with a young son in daycare, she had to make it across town before the daycare closes. For those who may not contend with snow regularly, when a snowstorm of any magnitude rolls into the city, a 30-minute commute can become a 90-minute commute pretty quickly.  So, she asked her boss if she could leave early.

As an hourly employee, her boss not only didn’t want to let her leave early but proceeded to give her a lecture about how she needed to have a backup plan for situations like these. These words, to someone who didn’t have an easy answer for a “back up plan” were at best insensitive and at worst insulting and hurtful. As I said, my wife still feels hurt all these years later.

Learning to really care for an employee’s wellness is at the heart of creating a great work experience and a strong work relationship.  But, this requires that we evolve our understanding of wellness as a practice.

Recently, the Wellness Council of America debuted a new definition of Wellness that I find really inspiring. Here is the core of their definition:

What is Wellness?

Wellness is the active pursuit to understand and fulfill your individual human needs—which allows you to reach a state where you are flourishing and able to realize your full potential in all aspects of life. Every person has wellness aspirations.

Successful workplace wellness initiatives require supporting employees in fulfilling their needs in these seven areas:

  1. Health Beyond the absence of mental and physical illness, health is a feeling of strength and energy from your body and mind.
  2. Meaning Feeling part of something bigger than yourself. Knowing that your work matters. Having purpose in your life.
  3. Safety Knowing that you are safe from physical and psychological harm at work. Feeling secure enough to take calculated risks and show vulnerability. Free of concern about meeting basic life needs.
  4. ConnectionExperiencing positive, trusting relationships with others. Feeling a sense of belonging, acceptance and support.
  5. Achievement Feeling you have the support, resources and autonomy to achieve your goals. Succeeding at meeting your individual goals and work aspirations.
  6. Growth Feeling like you are progressing in your career. Learning and being challenged to use and expand on your strengths.
  7. Resiliency Viewing life with optimism. Feeling grateful and expressing appreciation. Feeling validated and encouraged.

You can find the full definition here.

As we wrestle with how to make our organizations and the work we do better for humans, I think it would be smart to put wellness at the center of those efforts. If we feel unwell, whether it’s from our physical health, stress from financial strain, or a lack of meaning in our life, we won’t and can’t perform at our best. The most engaging workplace in the world can’t compensate for a lack of well-being.

The heritage of management we inherited suggests that life exists outside of work and that, as employers, we need only concern ourselves with what happens “on the clock.” That may have worked in the early days of mindless factory work, but it’s no longer valid today. The wellness of our people is where it all starts.  The more “well” they are, the more performance potential they have to give.

Wellness isn’t going to fix your health insurance issues, but it may go a long way towards boosting performance. Give it another look.

This week, I have the privilege of presenting a keynote at the WELCOA Summit in San Diego. If you are going to be there, drop me a note. Let’s meet up. 

why wellness programs matter - employees doing yoga together
Why Wellness Programs Matter
Why Wellness Programs Matter 1080 720 Jason Lauritsen

I have a confession to make. I used to think that corporate wellness programs were ridiculous.

I’d hear about weight-loss contests and health fairs and, frankly, it felt like the typical busywork kind of stuff HR departments are known for.

Then, I went to work for an organization that invests heavily in wellness (and had been doing so for 15 years) and I found out I was wrong.

As I’ve studied wellness and the impact that well-executed wellness programs can have on an organization, I’ve changed my tune. I’ve become a wellness champion.

I believe in wellness programs within organizations and I think that every organization should be investing in them. It seems so obvious to me that there is a benefit to having a wellness program that it’s hard to understand why companies wouldn’t embrace them, particularly in today’s world of health care expenses that continue to spiral out of control.

The general argument against corporate wellness is that companies have no business mandating anything to do with employee health.

It’s argued that requiring employees to get in better shape or care for their general health and well-being is an intrusion of their privacy.

I’ve heard this sentiment coming from some pretty smart HR pros, and I find their objection to wellness to be short-sighted.

The fact is, we mandate things to employees every day. We tell them how to dress. We give them standards for their hygiene. We require them to attend training classes. We give expectations on how to execute their job. We tell when they can and can’t take personal phone calls. We tell them what they can and can’t say to who and when.

And we do all of this because specific employee behaviors have a direct financial impact on the organization.

But, when it comes to wellness, we get squeamish about setting the same kind of standards despite the fact that employer-paid health insurance benefits have become the second-largest expense line item for many companies behind salary.

And research tells us that 75% of healthcare expenses in America come from chronic health conditions that are largely preventable through behavior modification.

So, to extrapolate, it can be assumed also that approximately 75% of our health insurance expense at the organization level is being caused by the behaviors of our employees. And, if they change these behaviors, there could be a dramatic decrease in healthcare expenses for the employee and the organization.

This doesn’t even take into consideration that people are doing real damage to themselves and their families through their unhealthy choices.

With this much at stake, why wouldn’t a responsible organization get invested in wellness?

It almost feels like an imperative to create healthy organizations that proactively help employees make healthier decisions. In fact, if we are willing to dictate how employees dress when there’s so little at stake, why wouldn’t we offer help with what they eat or how much they exercise when there’s so much at stake?

 

Related Reading:

Wellness 2.0

Why Employee Well-Being is Vital to Work Performance

How (and Why) to Check in With Your Employees Now More Than Ever

Sending My Kids Back to School Broke Me

Jason Lauritsen