How can you help employees develop healthy habits and routines that support their job performance?

You need to get to know the person deeply, at a holistic level, to properly develop the systems and routines that will help them improve their current situation. Doing an assessment of their goals, their current activities and the way they spend their energy is key to understanding them. It’s their journey, not yours, so it’s important to ask a lot of questions and find out as much about their daily habits as possible. The. You can guide them towards a more balanced and effective routine and lifestyle.

Firstly, employees must have clarity on their career goals and aspirations (what they want and want to achieve). Once employees have clarity on their goals, it becomes easier to assess their current situation and identify areas for improvement. This understanding helps propose healthy habits and routines supporting their professional development.

To help an employee develop a healthy habit is impossible if they don't want to develop. 1. The first step of change is to create a positive dissatisfaction. How can we do that? By helping the employee diagnose their current state and what is not working for them with their current actions and mindset. 2. Then asking for a desired state will enable them to understand the intricacies of where they want to be. This is their Vision. The gap is automatically revealed. 3. If actions can be taken to fill the gap, and always relate them to the desired state, then the actions can be sustained. Motivation has to be intrinsic, external motivation won't sustain for too long. 4. Reviewing the actions and acknowledging self forms the next step

Here's how you can assist: 1) Self-awareness and Acceptance: understand and embrace employees strengths, weaknesses, and personal preferences. By knowing and accepting them, they can tailor habits and routines aligned with their needs and capabilities. 2) Structured Analysis: enhance analytical skills. Get tools and resources for organizing tasks, prioritizing responsibilities, and effectively managing time. A structured framework enables them to approach challenges with clarity and efficiency. 3) Embrace Environmental Support: Cultivate a culture where seeking help is not only accepted but encouraged whether through mentorship, collaboration with colleagues, or accessing relevant resources.

I have found leveraging David Whyte's wonderful construct of 'The Three Marriages' & the traditional Gestalt chair coaching technique to be really useful for this type of exploration. Setting out 3 chairs to represent the 3 key relationships in your life (your relationship to work, your relationship to a significant other/s/family/friends & your relationship to yourself) then inviting the coachee to select a chair to sit in & ask about the nature of that relationship. Then looking at the other chairs & asking if the one they are in takes from or adds to the others. Its useful to notice the physical presence of the coachee as they sit relaxed or otherwise in each chair. The relationship with self-chair is very often the most uncomfortable!!

Beyond making any goal SMART, they need to be broken down in the right way, in line with how much commitment and time you can get from the coachee. Maybe doing cardio 3 times a week is too much to start. Start small, build on it. leverage the power of small habits that are repetitive, incremental, and exponential.

Workplace health goes beyond just physical well-being. It encompasses mental, emotional, and social aspects as well. A healthy workplace promotes a positive work-life balance, encourages open communication, and fosters a supportive community. When employees feel valued and supported, they are more likely to thrive both personally and professionally.

Create internal competitions… biggest loser, healthy together, buddy system and promote incentives so they can both get healthier and spread the good vibe throughout the company. As your absenteeism, medical leaves and other productivity killers get lower, estimate returns and share meaningful incentives with participants.

I would go out on a limb and state that that regular 1:1 conversations are just as important than the one time SMART goal setting. In the past with different generations of workers this was a good technique to motivate workers. Today’s workers need to know we care through building rapport, they need to know they are making a difference. We must assist them as they are trying to achieve a good work-life balance while caring about their mental health and overall wellbeing.

We stay motivated by witnessing our progress and feeling the sense of accomplishment when we reach a goal. That's why I introduce my clients to the 1% principle. It revolves around taking small daily steps that bring us closer to our where we want to be. We don't need to take giant leaps to see results; instead, we can implement realistic and attainable actions daily or weekly. Establishing SMART goals will enhance your ability to create a goal that can be measured at the end of the day or week. You can tangibly see your progress and celebrate what worked well and make quick adjustments, if you are off track.

The trick here is to integrate the actions into the day. How do you ensure these are into the flow of the day, making these much easier to start and to keep doing. That's why small steps are easier to manage upfront.

Baby steps. Do not go all-in. It is not sustainable. I coached a client once. He was running twice a week after 10 pm. He loved it. He wanted to run more and he said I need to run at 6 am in the morning, every one in the office does that. I asked him, what was easier for him? “Evenings” was his answer. Forget the others, do what suits you. At first he added 1 run extra a week and few weeks later another session. Within 3 months he ran a half marathon, 2 months ahead of schedule.

Set sustainable goals that can be built upon. The saying go big or go home does not apply here. Go to big or too fast and you'll run the risk of tiring too quickly. Also change the mindset that a mistake is a failure, see it as a chance to learn and grow.

See previous section. You can use a tool that allows any team to look for progress for both the team and the individual and focus's attention on one objective for a short period and can be tested for resolution.

When individuals maintain their physical and mental health, they experience increased alertness, creativity, and problem-solving skills. Additionally, healthy employees are less likely to take sick leave and are generally more satisfied with their job, leading to higher levels of commitment and productivity.

I believe in implementing new habits it is essential that the client tracks their progress, so that they can see the improvements that they are making. While some may believe that confidence lives in the future, really our confidence with anything in life comes from seeing the actions we have taken and progress we have already made. If we do not take some time to acknowledge our progress we may find ourselves always moving the goal posts on our expectations of ourselves and our habits. A simple daily practice can be to simply answer 'did I complete the new habit today?' If yes, what supported me doing that? If not, what can I learn from why I didn't? Here the idea is that there are not failures, only lessons.

Ask for timely feedback regarding performance, e.g., what they are doing well and what they can do even better. Accept the feedback, action it, and make feedback part of the everyday conversation to promote continuous improvement and alignment with performance goals. As clients ask for and receive ongoing, specific, and timely feedback from trusted sources, it can serve as a data point to fuel their performance, motivation, and engagement.

Encourage employees to set "mini-milestones" within their new routines, creating tangible markers of progress. Celebrating these smaller victories can boost morale and motivation, reinforcing the value of their efforts towards healthier habits. This approach not only acknowledges their hard work but also keeps them engaged and focused on their overall performance goals.

The hardest bit of monitring your prgoress is self-deception. I estimate that half of the executives I coach allow their goals to "drift" between the initial goal-setting stage (S & M in SMART) and the end (T in SMART), becuase they feel their priorities change. For instance, they launched a product to increase market share but at the end they announce success because they have launched the product successfully (not because they grew market share. The solution is simple: record your commitment at the beginning, faithfully check it and decide if you have fulfilled it. If you did, urn it into a best practice. If not, turn it into a case study.

Auch wenn wir teilweise mit Tagebuch-Apps arbeiten, habe ich doch festgestellt, dass nichts über das handschriftliche Dokumentieren der Fortschritte geht. Ich schlage daher weiterhin die t?gliche Dokumentation der Fortschritte in einem physischen Tagebuch vor. Alternativ funktionieren auch gesprochene Video-Statements sehr gut. Dabei geht es jedoch nicht darum, einen Erlebnisbericht festzuhalten, sondern den t?glichen Erkenntnisfortschritts ("was hat sich ver?ndert") festzuhalten. Diese Dokumentation fordere ich regelm??ig ein, getreu dem Hawthorne-Effekt ("unter Beobachtung ist mein Einsatz am h?chsten").

If we review the performance of employees by a committee within the department and reward Employee on Monthly basis as “Employee of Month” & all Employee including HOD celebrate this, definitely the culture will change and everyone will do smart / hard work.

Encourage employees to regularly review their progress and celebrate their achievements. Reflect on the changes they have made, the obstacles they have overcome, and the impact it has had on their job performance. Recognize their efforts and accomplishments, no matter how small, to reinforce positive behaviors and encourage continued growth. By celebrating their successes, employees will feel valued and motivated to sustain their healthy habits and routines over the long term.

In my experience taking the time to review and celebrate is very important. I love to do a little 'party' dance with my clients. It makes them smile and is a good reminder to celebrate that forward momentum and achievements.

Recomiendo fortalecer al individuo y a los equipos lo siguiente: 1. Revisar constantemente los estados de ánimo ; dando enfoque y prioridad a mantener la energía Alta. 2. Revisa que los estados de conciencia estén en todo su esplendor ; ello ayuda a la toma de decisiones 3.Revisa que los compromisos sean establecidos desde la conciencia profunda , ello ayuda a generar una zona de convicción para el Hacer 4. Revisa el poder del acuerdo ; contribuye al desarrollo de un equipo sistema 5. Celebra el compromiso con la actitud de ser inofendibles frente a la vida 6. Celebra que logremos ser ense?ables en la cultura del equipo y la organización 7. Celebra los avances , ellos fortalece autoestima , auto imagen y autoconfianza. Deseo sea util

"Experience is not the best teacher, evaluated experience is" - John C. Maxwell Only by knowing how and what got one to the result, then there is a greater chance that the person will be able to replicate the similar process to achieve the results again. "What is not shown is not known." Whatever is being celebrated publicly, will have a greater chance for repeated outcomes of a similar nature.

To develop healthy habits employees need to become aware of 2 things 1. The pain of not developing healthy habits. 2. The benefits of developing healthy habits. Once they realise the above 2 their intrinsic motivation will help them to make choices which can help them grow.

Promoting healthy lifestyles is 100% tied to the culture of a company. Being a remote based group is more challenging but achievable. The following are things that we currently utilize and/or experienced with various employers: *Promote a fitness-minded culture. Allow workday flexibility to enjoy a walk, a run, or a trip to the gym. Share your experiences with the team. *We have weekly Teams meetings and discuss both work related needs but also have fun, laugh, tell stories, and share non-work experiences. *We have created a team culture where we all work together and share in our successes and our challenges. When someone knows they are not an island unto themselves, it makes for a more collaborative culture. * And lastly, lead by example.

Another habit to support employees in their development is to make time to self-reflect on their performance and set out their intentions and learning goals going forward, on a regular basis. By reflecting regularly, they will form an action reflection cycle, which would enhance personal and professional growth.

One needs to tread carefully here. Employees have a right to privacy and employers cannot intrude on that by asking about personal eating, drinking or other health habits. Even when this information is volunteered, managers are on thin ice when discussing them even in the interest of improving job performance. There is no way that I am sharing my BMI number, my PSA number or cholesterol/blood pressure numbers. These are all protected by HIPPA.

Contests are great ways to motivate people to try out new things - it is best done in teams. Set up easy challenges for the teams to do: - number of steps at the office (use staircase instead of elevators, go see colleagues rather than sending emails to them whenever possible) - meetings outdoors (with pics sent) - participation in activities set up at the office (yogi, meditation, bring your pet to work)