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2016-01-21 09:32:36
Emma Sepp l
January 04, 2016
Given the extraordinary low levels of engagement in the U.S. workforce a
recent Gallup poll showed that 70% of employees are not engaged or actively
disengaged at work many leaders are looking for solutions. Some turn to
material perks (bonuses, game rooms, free food) in the hopes of making
employees happier. However, research suggests that these efforts, while
appreciated, do not address more effective drivers of long-term well-being.
Instead, leaders should be mindful about giving their employees three things:
Inspiration. No matter what your organization does whether it s offering a
service or building products it is important that your culture be infused
with meaning. Studies show that people who have a sense of purpose are more
focused, creative, and resilient, so leaders should make a point of reminding
employees how their work is improving people s lives. Distributing client or
customer testimonials and announcing when corporate profits are donated to
charities are just a couple of examples of how to do so. Research from Wharton
s Adam Grant shows that even unsatisfied employees feel better about their jobs
when they devote time to good causes, and that workplace support programs are
effective not only because people get help, but also because they can give it.
Leaders, too, can be great sources of inspiration to employees. Studies show
that when they act selflessly, proving they care more about the group than
themselves, workers are more trusting, cooperative, dedicated, loyal,
collegial, and committed. Bosses who show they are fair also inspire greater
dedication, citizenship, and productivity, as Wayne Baker of the University of
Michigan has shown. Make sure to work alongside your team members on a daily or
weekly basis, showing your allegiance to them and to the broader organization.
Kindness. We are profoundly social creatures, yet workplaces interactions are
often no more than transactional exchanges. This is a mistake. According to a
U.K. study, companionship and recognition are more important than even high
salaries in promoting employee loyalty. Other research confirms that positive
and warm relationships are one of the most important predictors of
psychological well-being, so leaders must be mindful about the culture they are
creating and the sentiments they express at work. The basics of a kind culture
involve consideration and respect, which increase creative output at both the
individual and team level, as Jane Dutton and her colleagues at the University
of Michigan have found. Leader warmth also matters: research from Dean Tjosvold
at Lingnan University has shown that it can make subordinates more motivated
and productive, and Amy Cuddy of Harvard Business School argues that it can
make managers much more effective. Although expressions of anger may have a few
benefits (for example, Daan Van Knippenburg has shown that some followers
respond favorably to them, and work by Stanford University s Lara Tiedens
demonstrates that in some cases showing anger can make you look more powerful
or competent), on the whole, studies have found that negative emotions
generally cause managers to be seen as less effective. Kind leaders do small
things to show they care about their staff as people, not just employees.
Simply asking how someone is doing personally and really listening to their
answer is a good first step. And these practices can be institutionalized. At
one Fortune 100 company based in the Bay Area, if an employee is seriously sick
or has experienced a loss, the CEO is immediately notified so he can reach out
to the person right away. In one instance, after an executive notified her
manager that she d been diagnosed with brain cancer, the CEO called her within
15 minutes, asking how he and the organization could support her.
Self-Care. Many offices pay lip service to the idea of employee wellness for
example, by offering gym memberships, yoga, or meditation classes but intense
work schedules still don t give people adequate time to take advantage of the
offerings. Wellness programs don t work unless you create a culture in which it
is acceptable and encouraged to prioritize self-care. When you do, however, the
results are profound. According to Sabine Sonnentag from the University of
Konstanz in Germany, exercise, breaks from work, relaxation practices, and more
strict boundaries between work and home can reduce job stress and increase
employee well-being and engagement. You can also encourage people to take more
care with a basic resource: sleep. A well-rested staff is a happier and
higher-performing one. Numerous studies, including this one on U.S. Air Force
pilots, show that sleep deprivation significantly impairs cognitive and motor
skills, while brain-imaging work by Mark Beeman of Northwestern University
shows that breakthrough ideas and solutions to problems come when the brain is
in alpha-mode, that hazy state of mind you find yourself in when daydreaming or
just before sleep. So encourage employees to exercise, take breaks, and get
better rest. You might follow the example of some German companies and forbid
off-hours email except in emergencies, or give employees exercise- and
sleep-monitoring devices, such as Fitbits. Make sure to model taking care of
yourself, too.
During a busy work week, or in the throes of an important project, it s easy to
lose sight of what really drives employee well-being. The best leaders are able
to take a step back and maintain a human touch in the workplace by inspiring
employees, being kind to them, and encouraging them to take care of themselves.
Emma Sepp l , Ph.D., is the Science Director of Stanford University s Center
for Compassion and Altruism Research and Education and author of The Happiness
Track. She is also founder of Fulfillment Daily. Follow her on Twitter
@emmaseppala or her website www.emmaseppala.com.