“ Just How Things Are Done Around Here “

Evidence vs. Belief

EVIDENCE BELIEF

Worksite WellnessAt a Crossroads

Not People, Paradigms

FLAWED FOUNDATIONS:

THE ROOTS OF OUR STUCKNESS

Worldview — Mechanistic

Science — Reductionist(Whole = sum of its parts)

Culture — Control oriented(hierarchy, patriarchal)

Health — Biomedical(fix the machine)

Traditional Approaches to ChangeExtrinsic (controlled) Motivation

Outdated Outdated

PNI

Quantum Physics

Chaos & Complexity

Neuroscience

The Stuckness - The Old Paradigm

The Stuckness - 17th Century Science

Monkey on Our Back

Desire for & Illusion of Control

The Stuckness - 17th Century Science

Misconceptions about Health, Disease & Human Behavior

Desire for & Illusion of Control

Bad Science

Poor Efficacy Iatrogenesis

The Stuckness - 17th Century Science

Employee Wellbeing

OrganizationalWellbeing

Behavior Change

Desire for & Illusion of Control

The Stuckness - Organizational Wellbeing“Scientific Management:” (control the machine)

• Human nature to “goof off”• Job tasks broken down to component parts

• Micro-managing

• Pay for production

Frederick W. Taylor

The Stuckness - Organizational Wellbeing

“Each man must give up his own particular way of doing things, adapt his methods to the many new standards and grow accustomed to receiving and

obeying instructions, covering details large and small, which in the past had been left to individual judgment.

The workmen are to do as they are told.”

C. Stephen Byrum. “From the Neck Up: The Recovery and Sustaining of the Human Element in Modern Organizations.” 2006.

“Scientific Management:” (control the machine)

• Reduce and analyze• Measure and quantify• Scare, cajole, pressure, persuade• Behavior modification• “Get” people to change

Fear

} Risk Factors

} Control

The Stuckness - Employee Wellbeing“Health Risk Management” (control the machine)

The 4P’sPry, Poke, Prod, Punish

“Wellness or Else” !

The Stuckness - Employee Wellbeing“Health Risk Management” (control the machine)

The Stuckness - “Getting” People to Change

“There is no place in the scientific analysis

of behavior for a mind or a self”

Skinner, American Psychologist, 1990

Trapped in Skinner’s Box

The Stuckness - “Getting” People to Change

“Let’s face it…

incentives are about

getting people to do things

they would otherwise not do”

Absolute Advantage, WELCOA (2005)

The Stuckness - “Getting” People to Change

EVIDENCE BELIEF

Worksite WellnessAt a Crossroads

How successful do we want to be ?

How seriously do we want to be taken?

INTRODUCING THE 7 POINTS OF

TRANSFORMATIONA Blueprint for Getting Unstuck

The 7 Points of Transformation

New Paradigm Approach to Data

Reality Check of Current State

• Organizational Wellbeing Data

• Employee Wellbeing Data

• Dynamic Complexity / Holistic View

Organizational Well-Being DataData to

Collect/AnalyzeFrequency of Collection/

AnalysisKey themes to Look For

Workplace Culture Survey

Every 2 years Disconnect between current and preferred state of organizational wellbeing

Employee Happiness Daily / Weekly If there’s a downward shift in happiness, tend to it ASAP; if it’s increased, what can you learn about what may have contributed it (and keep doing it)?

Turnover / Exit Interviews

Quarterly Are departing employees top performers? Are there trends with exit interview feedback? Are there areas losing more employees than others?

Employee Referrals Quarterly *depends on hiring needs/frequency

Are employee referrals increasing or decreasing?

Employee Well-Being DataData to

Collect/AnalyzeFrequency of

Collection/ AnalysisKey themes to Look For

Work Comp & Disability Claims

Quarterly Are there red flag claims (Mon. morning or Fri. claims)? Increase or decrease in back and musculoskeletal claims

Medical Claims Annually Claims that could be reflective of poor organizational wellbeing; possible trade-off for Work Comp claims; trends in Emergency Room claims; lifestyle claims

Wellbeing Satisfaction Annually Is overall wellbeing satisfaction improving or not? Are there specific areas of wellbeing improving or worsening?

Stress / Burnout Depends on how data is collected

Are stress levels increasing more in one area than others? Do you see stress relating to feedback from organizational wellbeing data?

Begin with the End in Mind

• Strategic Thinking > Strategic Planning

• Include EVERYONE!

• Additional Wellbeing Metrics

How will you Tell Your Culture Transformation/Wellbeing Story?

Planning for a Sustainable Future

• Fast forward to 3-5 years from now; what are you wanting for your company?

• What does life look like where organizational and employee well-being are thriving?

• How will you know your efforts have been successful?

Long-Term

Planning for a Sustainable Future

• Given the long-term vision, current state of reality, etc. what is most important for the next 12 months?

•What will make the biggest difference?

•Who will be responsible for each task?

Short-Term

People Quit Bosses – Really!

• 50-70% of employee’s perception of the organization’s climate can be traced to the actions of the leaders.

• Leaders need to allow people on their teams to feel like valued individuals.

Consortium for Research on Emotional Intelligence in Organizations (2001); Adrian Gostick & Chester Elton: How the Best Managers Create a Culture of Belief and Drive Big Results (2012)

Leaders’ Role in Employee Wellbeing• Leaders shouldn’t ignore well-being as if it’s beyond the

scope of their jobs.• People who agree their manager cares about them as a

person:– Are more likely to be top performers– Produce higher quality work– Are less likely to be sick– Are less likely to change jobs– Are less likely to get injured on the job

Rath & Harter (2010), Wellbeing: The Five Essential Elements

Framework for Developing

Quality Leaders

The Power of Self-Awareness

Shifting Thinking Patterns

Christina Marshall“A paradigm changing approach to better results for, with, and through people” by “increasing people’s capacity to think better about choices, especially by increasing intrinsic thinking” (Intrinsic Solutions International)

I > E > S Applied

Intrinsic Coaching®

I>E>S Applied In Action

From the Mouths of Leaders:• “I’m finally seeing how much I didn’t listen before! I’m much more patient

and am not interrupting as much.”• “I’m managing my stress much better and being more thoughtful in how I

respond to things – which my employees probably appreciate.”• “I was able to tap into this last night with my wife…pretty sure it kept me

out of the spare bedroom!” • “It’s amazing how we’re able to cut through all the junk and deal with

what is most important; the time we spend in meetings has decreased dramatically.”

• “We should have done this a LONG TIME AGO!”

Creating a Supportive Climate

• Leaders Intentionally Living Values & Desired Culture

• Clear Purpose & Direction for Culture Change

• Communication

• Wellbeing = Platform for Employee Experience

Deliberately Developmental Organizations (DDOs)

• Cornerstone for high-potential culture

• Support people in turning personal struggles into growth opportunities

• View work as an essential context for personal growth

• People are expected to be working on identifying and overcoming patterns of thinking and behavior as part of doing their job well

• Limitations embraced as “Growing Edge” to get to next level of performance.

Kegan, Lahey, Fleming, & Miller (April 2014). Making Business Personal. Harvard Business Review

Why DDO?

“To an extent that we ourselves are only beginning to appreciate, most people at work, even in high-performing organizations,

divert considerable energy every day to a second job that no one has hired them to do: preserving their reputations, putting their best selves forward, and hiding their inadequacies from others

and themselves. We believe this is the single biggest cause of wasted resources in nearly every company today.”

Kegan, Lahey, Fleming, & Miller (April 2014). Making Business Personal. Harvard Business Review

Aligning Organizational & Individual Growth

“Deep alignment with people’s motive to grow means fashioning an organizational culture in which support to people’s ongoing

development is woven into the daily fabric of working life, visible in the company’s regular operations, day-to-day

routines, and conversations.”

Kegan, Lahey, Fleming, & Miller (April 2014). Making Business Personal. Harvard Business Review

2 Types of Challenges

Technical Adaptive

Ronald A. Heifetz & Donald L. Laurie (December 2001). The Work of Leadership. Harvard Business Review, p. 131-141

Participation, Engagement & Incentives

• Participation - the act of taking part in something • Engagement - how employees feel about their work

Engaged employees are committed to and excited about their work and willing to go the extra mile to make a

difference

• Incentives increase participation • Claim improved engagement

Bribing employees to participate may increase the numbers who do. But it says nothing about engagement -

how they feel about their work.

Participation, Engagement & Incentives

http://salveopartners.com/engagement-wellness-programs-separating-fact-fiction/https://www.youtube.com/watch?v=q4j0u98gFj0

Supporting Change Without Incentives

“Don’t ask how you can motivate others. That’s the wrong question.”

Ask how you can create the conditions within which others will motivate themselves.”

Dr. Edward Deci - http://www.youtube.com/watch?v=VGrcets0E6I

Create The Conditions

Supporting Change Without Incentives

•Autonomy

•Mastery

•Purpose

employees being able to think for themselves and direct their own actions

opportunities to learn, grow & become highly skilled•

work that is meaningful & connected to a greater purpose

Create The Conditions

  “The Energy Project”

14,000+ global respondents, 24+ industries“No single factor in our study comes close to influencing

people's job satisfaction and likelihood to stay at an organization as much as the sense that

their work gives them a sense of meaning and purpose.”

Tony Schwartz, What is your quality of life? TEP and Harvard Business Review, 2013

Supporting Change Without IncentivesCreate The Conditions

Supporting Change Without Incentives

• Start with Organizational Well-Being• Provide opportunities to develop better, constructive

THINKING patterns, not control behaviors (Intrinsic Coaching®)• Focus on engagement, not participation• Focus on the Journey, not a pre-determined result

Create The Conditions

Employee Wellbeing5 Universal, Interconnected Elements:

• Career Wellbeing• Social Wellbeing• Financial Wellbeing• Physical Wellbeing– Emotional Wellbeing

• Community Wellbeing

Evaluating Programs & Resources: Are They…• Addressing the issues that have the greatest impact on

employee well-being?• Addressing the issues that have the greatest impact on

organizational health?• Addressing the issues employees want addressed?• Promoting engagement?…or Inhibiting it?• Evidence and experience based?• Fiscally responsible?

Move Beyond Old Paradigm Programs

Instead of These:

•Biometric Screening

•Health Risk Assessments

Offer These:

•Healthcare Consumerism

•Chronic Disease Self-Management Program

http://patienteducation.stanford.edu/programs/cdsmp.html

(CDSMP)

Move Beyond Old Paradigm Programs

Instead of These:

•Weight loss programs, competitions, contests

•Prescriptive nutrition & exercise programs

Offer These:

•Health for Every Body®

• Intuitive Eating & Positive Body Image

Health for Every Body® - The Program

Health for Every Body® is an on-site, 10-week program based upon the principles of Health At Every Size® (HAES®)

offering employees an alternative, evidence-based approach for making peace

with their bodies and their food.

What CAN Save Money ?

State of The American Workplace

70% of U.S. workers are not engaged

$450-$550 billion dollars a year

Gallup Employee Engagement Insights for US Business Leaders - 2013

Good leaders

Good managers

Autonomy, Mastery, Purpose

What DOES Save Money?

• Company Sponsored Centers of Excellence

• Leapfrog Hospital Safety Scores

• Co-ordinated Care Model

• Disease Management

www.dismgmt.com – gold standard

http://www.leapfroggroup.org/cp

Evaluate Efforts and Readjust…It’s a Moving Target

• Culture survey every 2 years (Thriving Workplace Culture Survey)

• Annual well-being evaluation survey– Degree of satisfaction with each area of well-being– Assess engagement in own well-being, not

participation in programs– Measure importance of incentives if “correcting” for

them

Wellbeing Dashboard

Assessing Engagement in WB

59

Compliance or Engagement?• What is your primary reason for participating in the XYZ Program?

– I’m personally interested in improving my well-being– I wanted the incentive– Other

• How important was the incentive to your decision to participate in the XYZ Program?– Very important (wouldn’t have participated w/o incentive)– Somewhat important– Neutral– Somewhat unimportant– Very unimportant (would’ve participated regardless of incentive)

Beginning The Journey…It’s a JOURNEY, not a destination!

The Dangers of Paradigm Straddling

Old Paradigm

New Paradigm

http://salveopartners.com/employee-wellness-organizational-health-professionals-beware-dangers-paradigm-straddling/

Put The 7 Points of Transformation into Action!

• One-Day Workshop • Tampa, FL• Tuesday, February 10, 2015• Visit SalveoPartners.com/events for more info

Join Rosie and Jon for A Workshop Experience Like No Other!

Rosie@salveopartners.comJon@salveopartners.com