Many leaders nowadays take into account the well-being of employees. However, we might be missing the first step; awareness. A poll conducted by Nuffield Health shows that two out of three people won’t share their mental health issues with their employer. 

It’s common practice now to have well-being and mental health policies, but looking at those numbers, we still need to consider if, as leaders, we’re creating a space where people feel comfortable and safe to share those issues and benefit from those policies. 

Read “What I have learned about stress and mental health since quitting rugby – By Ollie Phillips” here. 

Why will this disconnection cause issues?

Even when leaders have the best intentions, it’s impossible to solve an issue if we’re not aware of it. 

Due to the fast-paced environments we are accustomed to, it can be challenging for many people to address well-being issues. A culture of urgency, increasing workloads, and blurry boundaries can all contribute to our team not finding the space or not feeling comfortable to bring up their well-being.

This is why focusing on our team’s well-being is not only about policies, but, even more importantly, about reflecting on the culture and environment we’re creating for our teams. 

Why should leaders focus on well-being?

Well-being must be well maintained. It’s crucial for leaders to keep a healthy working environment where everyone can perform at their best for desired outcomes.

Failing to achieve this, can have huge implications for the team and the overall business. Our environments and workloads can directly link to stress and burnout. This, in turn, will influence your team’s performance, and can even make you lose great talent. 

However, leaders can be role models and demonstrate attributes of open and positive well-being for their employees. Starting with non-judgmental catch-ups, taking time and breaks for yourself, and reassuring employees about these healthy actions can all be successful ways to start. 

Through these good examples being set, employees will be encouraged to follow, allowing an increase in well-being advocacy and positivity.

How can we as leaders build a culture of well-being?

There are many ways of doing this, and for each leader and business, it would be different. However, we can start with some non-negotiables:

• Create a safe environment where people can openly talk about their well-being, their professional and personal lives, and how they might be impacting each other. Once people feel comfortable and safe to talk about an issue, we can start putting strategies and policies in place to help them get better. 
• Reflect on your culture. Cultures in the workplace are created by the behaviours we demonstrate day in and day out. Taking the time to reflect on what those behaviours are and what they are communicating to our teams is a great first step towards a healthier culture and workplace. 
• Allow flexibility and boundaries. These two can seem opposites, but they don’t have to be. Now more than ever, the lines between work and life are getting blurrier and blurrier. This is why it’s also more important now to create boundaries that help us achieve balance. This is an extremely hard task because it completely varies from person to person. Nonetheless, just having honest conversations about it can benefit everyone in our teams, including ourselves. 
• Lead by example. More important than what we say, it’s what we do. This is why as leaders, we need to lead by example. It’s not enough to tell your team to take time for themselves, if they don’t see you doing it, they will assume that it’s not okay. A great example of this is how we behave during holidays, are you still sending emails? If so, you might as well be telling your team that it’s not ok to truly disconnect while on holiday. (Read more about disconnecting while on holiday here). 

By creating balance and support, individuals can enter and stay in their optimal zone of functioning, which is a healthy and stable state of well-being.

Read “Why daily exercise should form part of your corporate strategy – By Ollie Phillips” here.

Optimist view:

At Optimist Performance, we believe that great individuals and teams start with well-being. This is why, in our leadership and coaching programmes, we not only focus on business issues but also consider how personal challenges could be impacting our professional lives. 

Learn more about our coaching programmes and book your free call to see if we are the right fit.

Are you ready to get the best out of each person on your team, including yourself? Then you need to start looking at the human behind the performance. Get in touch with us today to learn more about how we can help you and your team become the best versions of yourselves.

The post Well-Being: The human behind the performance – By Optimist Performance appeared first on Optimist Performance.

Team as a Collection of Strengths

In the corporate world, a team functions much like the England Rugby Team. It is a collection of individuals, each with distinct strengths and capabilities. When these strengths are recognised and effectively harnessed, they propel the team—and, by extension, the business—towards achieving remarkable goals.

Benefits of Playing to Your Strengths

Increase engagement and productivity and reduce turnover

According to a Gallup analysis people who use their strengths every day are three times more likely to report having an excellent quality of life, six times more likely to be engaged at work, 8% more productive, and 15% less likely to quit their jobs.

Increase individual overall well-being

According to studies; by using our strengths, we can feel an increase in happiness, improve our relationships, build resilience, strengthen our ability to overcome problems (Hammond, 2010), and enhance our overall well-being (Linley et al., 2010)

“In an intervention promoting people’s top five character strengths at work, employees reported increased life satisfaction and psychological well-being.”

(Forest et al., 2012).

Enhance performance

Team members who not only feel better about themselves and the contribution they’re making but who also feel engaged will perform better, which undoubtedly will enhance their performance and therefore the performance of the team and business. 

How to tap into strengths??

Identifying individual strengths begins with a thorough assessment process. Tools like personality profiles, strength-finding surveys, one-on-one coaching sessions, and peer feedback can help uncover the unique capabilities of each team member. 

Once everyone in the team has identified their strengths, we need to bring these strengths together. First, we need to gain awareness about our own and others’ strengths and then work on how everyone can use those strengths to enhance collaboration and performance. 

Another way we can use our strengths is to understand possible conflicts and gaps. Knowing our own and others’ preferences and strengths can help us foresee possible conflicts but also be more empathetic in managing them. Additionally, we can identify gaps. Games like The Empty Chair help us reflect on the possible gaps we may have as a team and create better strategies. 

Read more about using this knowledge to increase team performance here. 

The Optimist View…

By embracing the concept of “Play to Your Potential,” companies can unlock the full potential of their teams, helping to drive performance, productivity, and employee satisfaction. 

Just as the England Rugby Team thrives on utilising the unique strengths of each player, your business can achieve remarkable success by recognising and harnessing the individual strengths within your team.

At Optimist Performance, we believe in playing to our potential, which is why we use diagnostic tools and expert coaches to work with individuals and teams to delve more deeply into strengths and preferences, avoiding a “sheep dip” approach. 

Are you ready to unleash your team’s potential? Get in touch with us and learn more about how we work with individuals and teams to do just that. 

The post Play to Your Potential – What Does It Mean for Your Business? – By Optimist Performance appeared first on Optimist Performance.

Having formal organisational structures in place helps outline how activities are directed in accordance with defined roles and responsibilities. These structures often determine how information flows between management levels and across different departments.

Organisational structures vary depending on factors such as the company’s stage of development, geography and the verticals they work across. They can range from hierarchical pyramids to virtually horizontal ones. Businesses can be organised across countries, sectors or divisions. They can be matrix-based with team members working across different projects or a networked structure which juggles subcontractors, freelancers and different locations.

Organisational structures according to Frederic Laloux

As well as expressing organisations in terms of their shape, Frederic Laloux takes a colourful look at how groups are structured in his book  “Reinventing Organizations”.

Within the book, he uses colours to illustrate how organisations operate across different kinds of settings, from the Mafia to fast-moving consumer goods brands. Laloux says each of these structures is suited to the context within which it operates, with no one structure being better than the other. And there are advantages and disadvantages to each of the colours:

Red – structured around a strong leader (usually an alpha male) with subordinates jockeying for power. A red structure can be seen in wolf packs, street gangs and the Mafia.

Amber – organisations have both a pyramid structure and a clear chain of command with job titles defining people’s place within the hierarchy. Decisions are made by the upper levels with the lower levels following orders. Armies, governmental departments and the Catholic church are all amber organisations.

Orange  – these still incorporate a pyramid structure but incorporate a greater degree of freedom which helps the organisation pursue greater innovation. Orange is the dominating organisational structure for market-leading brands including BMW, Nike and Coca-Cola. Despite its brightness, orange has a darker side  – corporate greed, short-termism and reckless exploitation of planetary resources are side effects which are fast becoming difficult to ignore.

Green – while green organisations still operate with a pyramid and define staff functions, there is more of a focus on empowering front-line employees. The pyramid becomes inverted with managers at the top and middle encouraged to share power and control to become servant leaders. A green structure is used by ice cream company Ben & Jerry’s

Teal – these organisations are complex with distributed authority and adaptive systems. Teams are self-managing or are organised as decentralised networks. The static pyramid is replaced by a fluid hierarchy with power flowing towards those with the most expertise, passion or interest. Outdoor clothing company Patagonia is an example of a teal organisation.

The top five common roadblocks to performance

While there are differences in terms of the shape – or colour – of these organisations, there are also some commonalities. To achieve the best performance, your organisational structure needs to provide clear and open channels of communication, as well as opportunities for staff across different departments to collaborate to solve business issues.

Similarly, information needs to flow freely between layers, enabling managers to make informed decisions which are beneficial for the entire business.

Removing and redressing the barriers which impede information flow and communication within an organisation are therefore vital for its performance. The top five most common roadblocks to performance that Optimist Performance has identified are:

1. Communication issues (both internal and external) which include ‘silo working’ where a company’s structure impedes the sharing of information between departments 
2. Company culture, including a lack of clarity about the organisation’s mission, values and purposes – all essential to creating a positive culture
3. Issues surrounding change within companies (e.g. growth and mergers, restructure)
4. Collaboration (between management layers, departments and team members)
5. Internal business processes

Just as every company has an organisational structure which works best for them, it can also have its own complex and unique barriers which can impede communication and information sharing. We often see some of these top five roadblocks in companies which are experiencing and adapting to rapid or significant growth. This can be either in terms of onboarding a large intake of new hires or where companies merge with other companies with different cultures or ways of working.

The Optimist View…

Creating change as a driver for performance improvement requires both management and staff buy-in. It’s crucial to make sure that everyone is committed and involved in building structures and processes which will help embed longer-term plans for longer-term success. 

At Optimist Performance, we create bespoke programmes designed to tackle each of the key roadblocks, prioritising the most pressing issue or issues that each individual business needs to solve. We work collaboratively to help a company establish new processes and ways of working to build positive behavioural change in the longer term, factoring in how a company will continue to hold itself accountable. 

If you want to know more about how we can help you and your team, get in touch with us today. 

The post Optimising your organisational structure – by Optimist Performance appeared first on Optimist Performance.

“I wanted to become a doctor because I wanted to serve others…I’ve shared the lives of patients and staff members of the hospital, I’ve laughed with them, I’ve cried with them, this is what I want to do with my life.” – Patch Adams Movie

When we look back on our lives, the things we remember the most are the experiences we shared with others, some good, some bad, but all of them have made us who we are. At Optimist Performance, we are firm believers in the power of shared experiences, which is why we have made it our mission to use them as a catalyst to create long-lasting change. 

However, the power of shared experiences is not only something we believe in; we also have science backing us up. 

The benefits of shared experiences:

When talking about experiences, we are not only referring to the extraordinary ones (like going to the north pole or climbing Kilimanjaro). Yes, extraordinary adventures are amazing, but according to science, the crucial part is not the experience itself but who you share it with. 

Our founder, Ollie Phillips, is a fantastic illustration of this. When we asked him which adventure was his favourite one, his answer was “cycling across America, it wasn’t the most extraordinary one, but it’s the one I remember the most because I went with my wife, Lucy.”

Positive shared experiences enhance our feelings of belonging, connectedness and sense of meaning. Additionally, it boosts our self-esteem and decreases feelings of depression, anxiety and isolation. 

Furthermore, we shouldn’t focus on share experiences only with people we know and with whom we have things in common. Spending time with younger people, for example, can challenge our thinking and foster innovation while also enhancing our sense of purpose if we feel like we are teaching or helping them.

We don’t even really need to share these experiences with someone we know and already like. According to a recent study from Psychological Science, sharing experiences, even with complete strangers, makes us rate those experiences as more meaningful.

In addition to being good for our mental and emotional health, shared experiences also foster empathy and are linked to good physical and cognitive health.

Furthermore, it’s not only sharing these experiences that have a positive impact on us. Even talking about them with others benefits our well-being and life satisfaction, according to studies. 

How can we maximise the power of shared experiences?

Given that loneliness has been identified as one of the largest issues facing society today and that we are spending more time alone than ever (working from home for young people, for example, can be quite lonely). We could all benefit from shared experiences. 

So, we have created a list of ideas on how to maximise the power of experiences:

Leverage your time. Instead of trying to find time that you probably don’t have, we can make our time “multitask”. Take this company as an example; they have their Wednesday meetings while walking in the park. Using the time we spend on everyday activities and turning them into experiences can be a terrific way to make your time multitask. Furthermore, you don’t really need to be in the same room. Consider making a phone call to a co-worker over lunch (research shows that sharing a meal helps us build social connections and communities) to catch up on your weekend or turn a solo activity into a group activity. For instance, our team likes to get together on zoom for “brainstorming sessions”. During these, we just talk about ideas, points of view, etc.… it helps our creativity, but it’s also a bounding moment when we are not alone.

Mix things up. The holiday period can be a great time to spend time with people you normally wouldn’t. If the person you normally work closely with is on leave, ask someone else to collaborate with you or just ask for their opinions over a face-to-face or virtual coffee, You can also use your onboarding to mix things up. If you are a senior in your company, make some time to help young/new people to get situated, you never know what you can learn from them. 

Share, share, share. If you work from home and don’t see much of your co-workers, use your daily or weekly meetings to share your experiences, what you’ve done on the weekend or what you did while on holiday. Most of us can relate to other people’s stories, and it can help us discover more about other people. We always use the first 15 minutes of our morning meetings to talk about our weekends, and yes, maybe we are taking 15 minutes that we could be working, but because of that time, we feel more connected to one another. 

Change the environment. Create a memorable experience for your team by getting them out of their daily routine. Whether you work in the office or at home, it’s difficult to put day-to-day work aside to discuss other things that are maybe just as important. By changing the environment, you can give people the time and space needed to reflect on different aspects of their work and personal lives. Being together outside of routine tasks also fosters a sense of belonging and connection.

At Optimist Performance, we love creating unforgettable memories that have an impact on people. If you need assistance organising your next team event, get in touch with us.

The Optimist View…

“I will never tell you a story that starts with I was alone one day…”, our founder Ollie Phillips used to say. The experiences we have become part of who we are; they have the power to transform us. However, it’s the experiences we share with others, the ones that we remember the most. 

At Optimist Performance, we specialise in creating experiences that will help you grow both individually and as a team. If you want to bring your team together, strengthen your company culture and values, or make sure the whole team is rowing in the same direction, get in touch with us today and see how our leadership journeys can help you and your team maximise your potential.

The post The power of shared experiences – By Optimist Performance appeared first on Optimist Performance.