Here’s what’s been on our minds lately … This is where we post occasional thoughts, observations, photos and ideas that we find relevant and connected to our work.
In the last few years, many businesses and leaders I know were actively contemplating how to disrupt their business models. Their aim? To find new ways of operating in order to succeed in a volatile and complex environment. This work is both necessary and arduous for leaders and their top teams. Disrupting an organization from its stasis is challenging and typically means the leaders themselves have to evolve. At Capacity Group, this is the work we do with our clients, and today’s environment represents a unique opportunity for leaders who want to evolve their organizations.
Leaders are faced with demands from multiple angles as they care for, rally and enable their teams in this new environment during COVID-19. As leaders, it’s about flexing so you can meet the realities of today’s crisis by focusing on operational needs, sensing the compassion and empathy needed to meet people where they are, and finding hope through possibility and opportunity.
I’m amazed at the sheer resilience, care, and optimism of the leaders with whom I’m working. Together with their firms, these individuals are stepping up to make the world healthier, providing compassion by showing up with humanity first and continuing to serve their clients in their greatest hour of need. Organizations such as Maryland Food Bank, which is still doing the work of feeding the hungry, is finding ways to mobilize volunteers side by side with their employees.
I’ve spent 90% of my career working with, developing, and supporting leaders as they ascend positions, take on greater responsibilities, and become more impactful in their roles. In recent years, it’s become increasingly important to me to see leaders awaken to their responsibilities to others and act with a sense of what’s right. Many leaders have a lot of power, and with that comes a responsibility to create a more just world.
Leaders need to be in good condition in order to lead and help their teams feel supported in their work. Practicing and modeling self-care, as well as encouraging your teams to take care of themselves, are positive steps towards ensuring that you’re all in the best possible shape at work.
Because wellness connects to how leaders can be at their best, I’d like to introduce my friend and colleague, Stacy Fritz, as our guest blogger (note: see a picture of us from our fun trip to NY in December at the end, Stacy is the deer to the right). Stacy and I have known each other since high school. While we took different paths for a good part of our lives, we reconnected and found some synergy in the work we’re currently doing. Stacy leads FIT2Order, a company focused on the health, fitness, and wellness of our workforce – with an emphasis on addressing the needs and hazards of sedentary work. My brainchild, Capacity Group, seeks to facilitate the performance and growth of leaders and their teams.
Despite our differences, there’s a connection here! Namely – when we’re fit, healthy and well, we’re more likely to be engaged at work. “Engaged employees don’t just ‘do their jobs,’ but use their talents, drive innovation within the company, and help to build.” This is a point my colleague, Marcella Bayer and I made in our recent, three-part blog series on employee engagement.
Is your interest piqued? If so, please read on for some great suggestions from Stacy to create more wellness at work and see if you feel more engaged!
In this third piece in our three-part series on employee engagement, we’ll consider ways leaders and organizations can evaluate engagement. We’ll also identify effective action steps to enhance employee engagement.
While formal surveys are still the preferred method for measuring employee engagement, organizations may require some innovation with respect to data collection. Surveys can take months to analyze, and the interim silence often sends a message to employees that management doesn’t care.
In this second piece in our three-part series on employee engagement, we’ll look at the topic of burnout at work, including contributing factors and actions leaders and organizations can take to positively address this issue.
Factors Contributing to Burnout at Work
Recent statistics indicate that two-thirds of full-time workers in the U.S. are experiencing burnout on the job. Additionally, multiple studies have found that low levels of employee engagement have a direct impact on company performance. There are many reasons employees may feel less engaged and even burned out at work, and they include the following: