Corporate Reality: Wellness in the Boardroom and How Vulnerability is a Strategy
When I hear CEOs of ASX Companies say, “I don’t know why it took me so long to open up” or “Being a bit more open and vulnerable with those around me at work would have been a better choice”; I wonder why it still takes so long for them to come to that realisation?
Why is it so hard to ask for help?
Why is it so hard to acknowledge that you are not coping?
When will you become the role model that stands up for your people, who are very likely not coping either, by being open and honest with them?
When will we, as individuals, stop pushing through and normalising stress, burnout, and anxiety as something that’s ok by saying “Yeah I’m ok, sh*t happens, but what do you do?”
We all keep pushing through. We all keep building on what is already a challenge and then we hit that brick wall and wonder how we got here, dishevelled, and unable to keep going. Burnout hits us in the face and we did not even realise it.
This is not a gender discussion, in fact, I see equal numbers of men and women playing the stoicism game, as I see juggling career and family life just to show that they can do it all.
Making mental health, burnout, anxiety, and stress a natural and normal workplace discussion is a goal that leaders are embracing, but only leaders who are confident in being their whole selves actually talk about it from a personal perspective. The rest tend to keep their head in the sand or reference others in the business. Those who still feel the need to wear an armour and keep their masks on keep hiding behind closed doors yet keep wondering why their people are leaving and why productivity is low.
The cost of burnout
The World Health Organisation reported that, in the first year of the pandemic, the global prevalence of anxiety and depression rose by approximately 25%. Prior to that, in Australia, we had already seen approximately 5 million people suffer from some form of mental health condition, costing the country $39billion in lost productivity and participation at work.
Whilst many companies now include Mental Health as part of their EAP offering or as part of their Workplace Health and Safety Policy, I have sadly seen that, in reality, it is more often a band-aid effort than a real willingness to make a difference.
The Uber Eats vouchers and other home-delivered cakes as part of a workplace wellbeing campaign during the pandemic were a nice HR and management gesture, but truth be told, people needed much more. From the board down and from grassroots up, everyone was being stretched and nobody was prepared to voice their concerns for fear that they would lose their job, their board position, or perhaps even because they feared that a potentially deeper problem could mean that they were not doing enough.
Where are the real leaders?
Mental health and wellbeing is still a major problem and, for the most part, C-Suite executives and boards are burying their heads in the sand even deeper. Meanwhile, the astute and savvy executives who admit they need to look at culture and take responsibility for the compounding impact within their workplace post pandemic are making strategic moves. They acknowledge that it is not just about wellbeing, it is not just about diversity and inclusion, it is about everything that they have buried for the last decade and that needs to be resolved.
Creating a psychologically safe place for people to speak openly, have difficult conversations, listen, and better understand one another, as well as talking about differences, is what is needed. People are tired, burnt out, disenfranchised, and want to finally be heard.
When will true leaders emerge and become the leaders needed to move their organisations forward?
Yoga at lunch and team outings are superficial solutions. As are team resilience training sessions. It is time to become accountable, to dig deep, and to look at core issues. Have the discussions that nobody wants to have but everyone needs to have. The amazing home-delivered fruit boxes are not enough. People want great leadership, clarity in their role, and real support to do their role. Most of all they want their work and contributions to be recognised.
If people don’t feel like you have their back, they will remain in a constant state of anxiety. They will always be looking over their shoulder. They are underperforming and they are constantly looking at other options because they don’t feel valued and they don’t feel like they belong. Unfortunately, it’s not always greener on the others side.
Options to consider.
Instead of being initiative-led, organisations would be better off listening to what the staff actually need.
Instead of internal HR asking the questions or running workshops they need to be part of the team receiving support and guidance.
Executives and C-Suite benefit from being a part of the culture review and psychological safety overhaul. They have contributed to where the organisation is right now, so they need to be part of the solution.
Leaders set examples, whether they recognise it or not, they model the patterns, behaviours, and actions that unfold. Being part of the team that listens to better understand is part of the turnaround strategy.
Investing in your people is investing in your business.
Wellbeing is needed across the business. Everyone has been stretched too thin but, if we don’t stop and acknowledge it, nothing will change. Investing in your people means allocating real funds to support your entire team. It needs to be a long term strategy not a one-off bandaid. Support and training are not just about an EAP program, it is about investing in qualified personnel who are committed in developing and supporting your people. Qualified personnel that advocate within the business to identify and bring to the table anything that will enable your people to shift from underperforming and from being disengaged, stressed, and anxious to become genuinely invested in themselves so that they thrive as individuals just as much as within the business.
Seeking out people who can rebuild a culture that promotes and advocates trust, integrity and honesty is the key. You need people who are not afraid to call out bad behaviour in a safe place and then to show your people how to reframe and apply changes that allow everyone to benefit from the learnings. Embedding new practices and championing new patterns lead to the preventions of burnout, anxiety, and poor culture.
If you are genuine about being an organisation that cares about its people and their wellbeing, then you are leaders who are prepared to invest in long-term solutions and in engaging the right people to deliver the support and guidance that allows your people to thrive.
Become a Great Leader
I only work with ethical companies that are genuine about supporting their executives become great leaders that thrive. My “One-to-One” and “One-to-Many” Programs push through boundaries to create real impact and a ripple effect accelerating personal growth and increasing revenue.
My Online program “The Balancing Act – Preventing Burnout out and rebuilding from it” helps individuals identify patterns and prevent habits so that they can thrive.
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Wellbeing is about helping yourself as much as it is helping others to be the whole of themselves and to live a life that you serve.
Will you be a great leader that reaches out to learn so you can serve your people and help them be Leaders of tomorrow? Invest in yourself and your business and share in the joy that many others experience when they engage Cathy Dimarchos and the team at Solutions2you .
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