Unlock Your Workforce Potential: 10 Transformative Benefits Executives Must Know

Dear Executive,??

I hope this message finds you well. I wanted to take a moment to express my sincere apologies for lacking a full understanding of the challenges you face in your role. The decisions you make undoubtedly have far-reaching implications for the entire organization, and I appreciate the weight of that responsibility.??

Thank you for your leadership and for the difficult work you do every day.? I hope the 10 points below offer inspiration and empowerment. Maybe even some data that the boardroom finds interesting.?

Best regards,?

Just Another Corporate Soldier?

...?

It’s too easy to point fingers.?

At the employee level, we assume that our executives have full autonomy and are spending their workdays in this reflective headspace in between their Peloton session and their acupuncture appointment.??

Only in Hollywood.?

The truth is that executives may experience higher suicidality, illicit substance use, and high rates of family conflict due to unreasonable workloads. In other words, they are caught in a toxic sandwich of an urgency culture and unreasonable assumptions. Plus, they need to mediate between the boardroom and employees with contrasting views. In essence, they seem to consistently fall short in everyone’s eyes.???

Why??

The assumption is that they must be able to do & fix everything all the time.??

Hope is not lost. Some executives played their cards differently (I’ve identified 10), and you might be able to as well.?

First, let’s unpack why some executives seem to have hit the snooze button on the wellness alarm.?

• The Pressure Cooker of Quarterly Results: A 2022 survey by PwC found that 82% of executives feel intense pressure to deliver short-term results, often at the expense of long-term initiatives like employee wellness programs. It's like they're trying to win a marathon by sprinting every hundred meters – unsustainable and likely to end in a spectacular burnout.?

• The Myth of the Tough Work Environment: There's a normalized urgency culture that is thought to be beneficial. A 2023 study in the Harvard Business Review found that 68% of C-level executives believed that a high level of stress was necessary for peak performance. Spoiler alert: it isn't. Unless your business model relies on producing ulcers.?

• ROI, VOI, KPI Blindspot: A 2023 Deloitte report revealed that only 31% of CEOs believed they had adequate metrics to measure the impact of wellness initiatives on business performance. It's like trying to navigate a ship with a broken compass – no wonder they're reluctant to chart these waters.?

• The Empathy Gap: Interestingly, a 2022 study in the Journal of Occupational Health Psychology found an inverse correlation between an executive's compensation and their ability to assess employee stress levels accurately. The higher the pay, the less accurate the assessment.??

Read that again.?

The higher the pay, the more disconnected they are with their workforce.?

The view from the top floor corner office might be great for seeing the big picture but not so great for spotting the dark circles under employees' eyes.?

A cynical joke but paying more can’t justify toxic behaviors and cultures.?

• The “Legacy” of Talent Management: Despite the evolution of HR practices, there remains a large gap between intentions and impactful actions. A 2023 Gallup poll found that only 24% of employees felt their organization cared about their overall well-being. It's as if we've collectively forgotten that our fellow humans aren't just another line item on a balance sheet.

We need leaders who understand that their most valuable asset goes home every night??

The irony, of course, is that by neglecting employee wellness, executives are essentially sawing off the branch they're sitting on. Research shows healthy, engaged employees are more productive, innovative, and loyal.?

So, what's the solution? It starts with a shift in perspective. We need executives who feel empowered to optimize their investments in employee wellness.??

Here are 10 ways to achieve that with case studies to help inspire and empower.?

Patagonia’s Legend?

Patagonia, the outdoor clothing company, has an on-site childcare center and encourages employees to surf during work hours (yes, really), resulting in turnover rates that are half the industry average.??

The Executive Difference:?

1/10 Executives were held accountable through performance metrics that included employee satisfaction, retention rates, and wellness program participation. They introduced initiatives like “Let My People Go Surfing,” allowing employees to pursue outdoor activities during work hours, promoting work-life balance and overall well-being. ?

Regular assessments ensured that leadership prioritized these initiatives and demonstrated tangible results.?

Shareholder Responsibility:?

The founders believed that a happy, healthy workforce would enhance creativity and productivity, ultimately benefiting the company and its environmental mission. They recognized that a strong focus on employee wellness could lead to enhanced brand loyalty and aligned Patagonia’s commitment to sustainability and social responsibility.?

Timeline: ?

It is safe to establish Patagonia as the icebreaker of corporate wellness. Their cultural shift began in the 1980s. While significant milestones have been achieved over the years, Patagonia’s commitment to employee wellness remains a core aspect of its culture, reflecting ongoing efforts to adapt and improve.?

Transformations at American Express?

Even in the high-stress world of finance, American Express's "Healthy Living" program has led to a 33% decrease in healthcare costs for its employees. By fostering a healthier workplace, American Express aimed to enhance overall performance and maintain its competitive edge in a demanding industry.?

The Executive Difference:?

2/10 Interestingly, the board used employee feedback to assess their leaders. They held their executives?accountable through performance metrics from regular assessments and employee feedback to measure their commitment to fostering a positive culture.?

3/10 They painted wellness on a different canvas: they focused on supporting personal and professional growth. ?

Shareholder Responsibility: ?

Shareholders supported the shift by understanding that a strong emphasis on employee wellness could reduce turnover and lower healthcare costs, ultimately benefiting the company’s bottom line. They valued initiatives that aligned with long-term sustainability and employee satisfaction.?

Timeline:?

The cultural shift began in the early 2000s and has been an ongoing process. While significant changes were made within the first few years, the commitment to enhancing employee wellness continues to evolve, reflecting American Express’s dedication to maintaining a supportive workplace.?

Google’s Project??

Google’s lavish wellness programs have helped it top "Best Places to Work" lists for years while maintaining its position as one of the world's most valuable companies.??

The Executive Difference:?

4/10 Executives at Google were held accountable for improving workplace culture through performance metrics (employee satisfaction and engagement scores), which directly influenced executive evaluations and bonuses. Employee feedback was collected through regular surveys, and results were shared with leadership to ensure transparency.?

5/10 Executives were also encouraged to actively participate in initiatives to enhance diversity, equity, and inclusion. This accountability framework ensured that cultural improvements were prioritized at the highest levels of the organization.?

Shareholder Responsibility:?

They recognized that improving workplace culture directly impacts employee productivity, innovation, and retention, which are critical for long-term profitability. Negative workplace culture can lead to high turnover and lower morale, ultimately affecting the company’s performance. They aimed to align employee satisfaction with shareholder value.?

Timeline:?

The key to this shift was Project Aristotle, which analyzed data on team dynamics and performance from 2018. While some changes were implemented quickly, creating a sustainable and lasting shift took several years. By 2021, many foundational changes were in place, but ongoing efforts to enhance workplace culture continue as the company adapts to new challenges and employee needs. Overall, the transformation spans several years.?

Johnson & Johnson’s Success?

Or consider Johnson & Johnson, whose wellness programs have saved the company an estimated $250 million on healthcare costs over a decade, with a return of $2.71 for every dollar spent.??

The Executive Difference:?

6/10 Similar to Google, they were held accountable through performance metrics linked to wellness initiatives. These included health outcomes, employee engagement scores, and participation rates in wellness programs, which influenced executive compensation and bonuses.?

7/10 Moreover, regular reporting on wellness program effectiveness was required, ensuring that leaders were responsible for demonstrating progress.?

Shareholder Responsibility:?

Shareholders prioritized employee wellness by advocating for investments in health programs and initiatives that support mental and physical well-being. They became engaged in the implementation of comprehensive health benefits, flexible work arrangements, and wellness resources, aligning corporate strategy with the goal of fostering a healthier workforce. This focus not only aimed to enhance productivity but also to improve employee retention and satisfaction.?

This focus not only helps attract and retain talent but also aligns with their broader commitment to health and wellness as a core value of the company.?

It became part of the conversation.?

Timeline:?

It’s been a while! They started in the early 2000s, formalizing its commitment with the launch of its “Healthy Workforce” initiatives. By 2010, they had established more comprehensive wellness programs, but the full cultural shift took over a decade, reflecting an ongoing commitment to adapt and enhance employee wellness initiatives.?

The Alcoa Revolution?

A true maverick in the world of corporate wellness – a CEO who understood that a healthy workforce is the bedrock of a healthy bottom line. Enter Paul O'Neill and the Alcoa revolution.?

When O'Neill took the reins as CEO of Alcoa (Aluminum Company of America) in 1987, he didn't start by talking about profits, market share, or even productivity. Instead, he focused on safety. ?

One investor was so perplexed by this approach that he called his clients immediately after the meeting, advising them to sell Alcoa stock. ?

Here's what happened:?

8/10 Safety First, Profits Follow: O'Neill implemented a policy where any employee could stop production if they felt unsafe. He required that any workplace injury be reported to him within 24 hours. ?

9/10 Cultural Shift: This laser focus on safety created a culture of open communication and continuous improvement. Employees felt valued and engaged. They started suggesting improvements not just in safety but in all aspects of operations.?

10/10 Operational Excellence: As safety improved, so did quality and efficiency. It turns out that the same precautions that prevent injuries also prevent errors and waste. Who knew??

The Alcoa story teaches us a crucial lesson: When executives prioritize employee well-being, they're not just being nice – they're being smart. O'Neill understood that a safe, healthy workforce is a productive, innovative workforce. He saw employee wellness not as a cost center but as a value driver.?

(If you need help mustering courage, I’ve written another piece on courageous leadership. ?

https://www.dhirubhai.net/pulse/do-you-have-courage-make-wellness-your-secret-weapon-ariel-kirby-andkc/?trackingId=ETXk9zE4RxmLGNiy%2B%2BpOeg%3D%3D ?)

The Alcoa case isn't just a feel-good story – it's a roadmap that’s been well-documented. It shows us that when executives truly commit to employee wellness, magical things happen. Productivity soars, innovation flourishes, and, yes, profits increase. ?

It's not about choosing between wellness and profits – it's about recognizing that the former drives the latter.?

And to all the shareholders: Next time a CEO starts talking about employee wellness, don't run for the hills. By the time O'Neill retired in 2000, Alcoa's annual net income was five times higher than when he started. The company's market value had risen by $27 billion. Oh, and lost workdays due to injury dropped from 1.86 per 100 workers to 0.2. That's an 89% reduction.?

The wild part? It lasted. In 2020, over three decades after O'Neill's safety revolution began, Alcoa is still recognized as one of the safest companies in its industry.?

Has any of these stories brought you some inspiration??

Awe??

Sending you grace, courage, and strength.?

Ariel?

#Leadership #WorkplaceWellness #Executives #CorporateCulture #EmployeeWellbeing #WorkLifeBalance #CorporateWellness