Wellbeing Wednesday: Leadership with wellbeing – it’s not only a mindset

Leaders are increasingly finding themselves in the spotlight when it comes to the wellbeing of their teams and organisations as a whole. The visible responsibility of wellbeing brings opportunities and challenges alike. It is rare the leader who was schooled in wellbeing and organisations are still grappling with what it means and how to implement it. In some cases, leaders wonder if they need to adopt extreme lifestyles and become vegetarians, psychologists, triathletes, or unnaturally, yet eternally optimistic. (Note: they do not!).

In other cases, organisations spend a lot of money for fancy trainers, gyms, fitness trackers, coaches, psychologists, psychological skills classes, and mindfulness apps. All of these can be useful and effective; yet send the message that wellbeing is something employees do which leaders watch, or worse, remain indifferent to it as they go about the business of the business.

However, both research and practical experience show that wellbeing can be done cheaply, effectively, and meaningfully by harnessing a leader’s influence and visibility. They simply need to be cognisant of their influence, transparent about their journey, proficient in asking the right questions, and explicit about their desire for wellbeing to be acted upon as an organisational value. How can they do it best?

First, leaders must recognise the impact they have on their teams. As a leader, everything you do is watched. Similar to parents, every action and word is observed and inferences constantly made, even more so when there are new initiatives like wellbeing coming through. How leaders communicate, interact with peers, and handle awkward, difficult challenges is contemplated. The values they uphold and the expectations they set about wellbeing speak volumes about their commitment, something more resistant employees, managers and other senior leaders may be suspiciously scrutinising.

Attending and participating in wellbeing programming, expecting it of other senior leaders and managers, reinforcing this new cultural shift in wellbeing within performance reviews and holding people accountable for it, are other mechanisms to demonstrate the seriousness of wellbeing. At a personal level, publicly demonstrating the regulation of emotions, directly addressing incivility at work, and modelling good work-life boundaries not only set a standard but show that wellbeing is a business outcome and input and something we actively ‘do’ versus merely talk about.

Transparency is also key in fostering a culture of wellbeing. By sharing their own struggles and victories, leaders create an environment where transparency and vulnerability are not only accepted but encouraged. Admitting to starting an exercise routine (and missing sessions!) or seeking advice for sleep troubles or parenting woes isn’t a sign of weakness; rather, it humanises leaders and gives permission for others to embark on their own wellbeing journeys and be frank about it. This openness not only motivates team members but reinforces the importance of prioritising personal wellbeing over an illusion of perfection.

leaders should not hesitate to ask about the wellbeing of their teams and enquire directly as to how people are doing

Further, leaders should not hesitate to ask about the wellbeing of their teams and enquire directly as to how people are doing. More critically, the topic of wellbeing should be raised in every meeting and leaders can signal their willingness to have it on the agenda. The goal is not to investigate people’s lives, but rather to consider overall, what activities, roles, and time of year might bring specific challenges for diverse employees and how these could be addressed. A risk registry could even be defined and strategies for mitigation produced.

At a more personal level, leaders can walk around the office, catching up with people, even one to two minutes at a time. This allows leaders to be identifiable and seen as approachable. In these quick catchups, i.e., “what’s new?”, “how are things?”, “anything you need this week?”, active listening can facilitate understanding about what employees find stressful, or a source of concern. Walking with a personal assistant to take notes can also help. Sometimes, it is the obvious, i.e., workload, at other times, it may be a surprise, a terminally ill parent or a noxious but slow gas leak in the office that no one has mentioned.

Following up with offers of support or willingness to enquire further demonstrates a genuine concern for the individual’s welfare. A simple, “how can we  help you?” creates a direct line between the heart of the organisation to that of employees. By creating a safe space for open dialogue, leaders empower people to voice their needs and concerns.

Ultimately, people are inherently resourceful and know what they need to enhance their own wellbeing. But the journey is made easier when done in a supportive environment alongside others with similar goals. Leaders who acknowledge their struggles as well as the difficulties of work create a sense of camaraderie that encourages mutual support and the will to find solutions for those struggles. By being authentic and relatable, leaders model what wellbeing looks like and lay the groundwork for nurturing the wellbeing of everyone on their team. More critically, they demonstrate integrity by holding themselves to the same standards they expect of others.

In short, leading with wellbeing involves a combination of awareness, transparency, and empathy. Leaders hold significant influence over their teams and by setting a positive example, they set an expectation for its enactment, but also match that expectation with actions of their own, making the eventuality of sustainable wellbeing a reality in time.

Dr Louise Lambert PhD (main picture) is the Director of Happiness Programming & Policy at HappinessMatters based in the United Arab Emirates. She is a researcher in positive psychology and conducts training in the development of high-quality connections for managers, as well as employee training in positive psychology for a better quality of life.

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