So much talk of pressing pause, rebooting our priorities and just slowing down...but the uncertainty wreaked by the pandemic means things feel madder than ever.
Uncertainty, increasing inequality and new divisions are the elements defining our times – and these are global characteristics now. Neuroscience shows us that these are all conditions which can drive our primal brains into a very unhappy state.
People are struggling with ‘overwhelm.’ There's too much to do and too little time, too many emails, 24/7 notifications, unnecessary and exhausting online meetings, unrealistic expectations, and probably, for most of us, fewer resources.
Organisations have a tendency to define engagement as being willing to go above and beyond what’s expected. But where are the boundaries and balance?
Employees who haven’t got firm parameters in place may be starting work super early, logging on again once children are in bed and staying connected 24/7. But this is a recipe for burnout, it doesn’t deliver sustainable high performance.
Sustainability is going to be the key to coming out of this pandemic and its impact.
So how do you recognise when you, your colleagues or staff are running on empty? How do you promote the physical, emotional and social well-being of your people in such an environment? And how do you do all of this when whole teams and businesses are working remotely with very little social contact?
If you haven’t been paying attention to these issues, it is time to consider a gear change. Ask the question, what really works to drive engagement and performance?
Over the last 20 years, more enlightened organisations and businesses have understood that they will only flourish as a result of investing in their people. Employees who are healthy, happy and (financially) secure generate sustained, high-quality performance.
Performance in this context is defined as the ability, energy, stamina and mental capacity to do great work, to be resilient in the face of setbacks, to be engaged in your work and to remain highly focused on a set of important work and life tasks. Nice, right?
These factors are all driven by our habits: the repetitive actions we take each day. What habits might you begin to establish within your workplace to promote this sort of performance?
Here’s a couple to ponder:
1. Movement - being active is probably the most critical of all practices. It impacts on cognitive function, error rates, stamina and broader health benefits. When your employees start taking on the challenge to be more active throughout the workday, you’ll notice a difference in engagement, energy and performance. Those working remotely need support with sustaining the positive new routines in their day.
2. Connection - fostering positive relationships is vital. Spending time on building rapport, pursuing processes that support trust and allocating resources to soft skills and relationships all have a significant return on investment.
So, let’s mitigate the madness with more movement and connection. A healthy, happy, connected workforce leads to greater loyalty and productivity – it’s a win:win.
Now there’s a reason to smile.