The introduction of this series emphasized slowing down and rethinking how we approach work. Now, let’s delve into the “4C Framework for High Performing Teams,” starting with what a wellness culture looks like and why it’s essential.
“Combining strengths and wellbeing at work is potentially the most transformational treatment yet in the urgent pursuit of resiliency, mental health, and ultimately, net thriving.”– Jim Harter, Ph.D, Gallup
In their book, Wellbeing at Work: How to Build Resilient and Thriving Teams, Jim Clifton and Jim Harter analyze over 100 million data points and decades of research by Gallup. Of the five key elements of wellbeing—career, social, financial, physical, and community—it is career wellbeing that overwhelmingly impacts (by 75%) all the other elements.
If you are thriving at work, success in other areas follows. But if your workplace is toxic, poorly managed, or unhealthy, every other aspect of your life suffers. You will suffer.
There is a mountain of data to support the fact that we have yet to create the systemic change required, not just for our collective humanity and resilience during these challenging times, but also as a sector. It is the charitable sector that responds to the call of human suffering, and if our people are suffering, how can we possibly comfort everyone else?
The good news is that applying the 4C framework can provide stepping stones to help guide the way. The first stop along this road is to pause and take an honest look at your organizational culture.
Culture
The concept of workplace culture came into the spotlight with companies like Google. Their perks—unlimited food, play areas and nap rooms—created a “dream job” perception. However, beneath this façade, reports of toxic work environments, extreme pressure and burnout painted a very different picture. These “perks” were masking a culture that demanded employees be available 24/7, leading to rampant illness, burnout, and in extreme cases even death.
Similarly, offering remote work, yoga sessions, or allowing pets in the office are positive steps but do not equate to genuine wellness support. According to the Gallup research cited above, when organizations prioritize the wellbeing of their staff beyond perks, the entire organization benefits.
So, what defines organizational wellbeing and why does it matter?
Rethinking wellbeing
Wellbeing is now a $4 trillion industry, playing a crucial role in business success. We need to fully grasp what it means and why it matters.
“A society’s wellbeing is determined by the extent to which it is resilient, builds capacity for action, and is prepared to transcend challenges.” – World Health Organization
Our world has changed. We’ve endured collective trauma, and our external environments, priorities and relationships have shifted dramatically. Yet, many organizational practices haven’t kept pace. We must acknowledge it’s no longer acceptable to normalize suffering or struggling at work. It’s time to take action.
Cultural assessment: As a leader, it’s crucial to ask if your culture is as healthy and supportive as it could be. I once worked with a team struggling under a leader who, unknowingly, was creating a massive bottleneck through micromanagement. An assessment revealed this, and with new strategies in place, the team thrived.
Get personal: Global research shows only three in ten employees believe their employer cares about their wellbeing. Even fewer managers feel supported in their professional development. Building in frequent checkpoints and sincere inquiries about mental, physical and social well-being can change this perception.
Invest in management: Managers are the primary influencers in any organization. Yet, they are often ill-equipped for challenging conversations and leadership roles. Investing in training and coaching for middle management provides the highest return. When managers thrive, their teams are 15% more likely to thrive as well.
Leverage strengths: During my time as a director of fundraising, I noticed one team member struggling with a particular task. It wasn’t a lack of skill; she simply hated that part of her job. After shifting her responsibilities to focus on her strengths, her performance and engagement improved dramatically. Playing to strengths builds trust, engagement and loyalty.
Set clear expectations: Annual reviews are no longer sufficient. Meaningful, frequent feedback and setting clear expectations yield better results, especially for remote teams. Increasing the number of employees who know what’s expected of them can reduce turnover by 22%, decrease safety incidents by 29%, and boost productivity by 10%. (Gallup)
How we manage, provide feedback and engage with our teams shapes a culture of wellbeing.
In summary
There’s no issue more critical in our sector than how we treat each other.
Lack of self-care is self-neglect. If you are not prioritizing the wellbeing of your team, you are actually neglecting your team.
Time and again, research has shown we can’t afford to take the people who drive our services and raise funds for granted.
The 4C framework offers a clear, actionable path to enhance career wellbeing. By prioritizing this, not only will we improve all aspects of our employees’ lives, but we will also build a high-performing organization.
This work is crucial. Please share this article and discuss it with your team. If you aren’t sure where to begin, reach out. I can help.
Next: We will explore Collaboration and how to strengthen teamwork for better outcomes.
Comments