People Strategy Archives | Page 15 of 18

Often times, the mention of December will most likely be identified with Christmas – lights go up, grottos come out, employers across all sectors begin preparing for the rush of commercialism that accompanies this time of year.

But in reality, Christmas is just one of many festivities that is celebrated in December. And yet many companies will adopt this tunnel vision towards the Christian holiday and fail to acknowledge any others, despite the fact that their workforce could be made up of a diverse mix of team members who may have varying beliefs and traditions.

To be an inclusive employer, this requires recognizing that the holidays are woven with many varying celebrations. By doing so, you will be able to strengthen the interpersonal connections and increase collaboration amongst colleagues, which will create connectedness with your team as a whole.

There are many ways to start doing this – the simplest of them being fostering an environment where cross-cultural differences and similarities are regularly discussed – especially during holidays. Encouraging team members to share their beliefs means that others will know how best to greet them during this festive time. If team members know that their colleague is Jewish, they will make that effort to wish them a Happy Hanukkah, and if they know someone is Christian, they will say Merry Christmas. Or, if there are members of staff who celebrate nothing at this time, then a neutral ‘Happy Holidays’ or ‘Season’s Greetings’ will suffice.

Similarly, if leaders are taking the time to get to know their team members on a personal level, their team members are going to feel seen, valued and heard, and this leads to feeling a sense of belonging. A sense of belonging is the gift that keeps on giving, and will in turn motivate team members to be talent scouts who invite those they care about to join their place of employment; the thought of quiet quitting will never even cross their mind.

Inclusivity in the holidays comes down to taking the time to know what is going on, know your team members, and making sure your team members know each other, too. December hosts Bodhi Day for those who are Buddhist, Winter Solstice for those who are Pagan, Hannukah for Jewish employees, Christmas for Christian employees and Kwanzaa for African American employees who celebrate this.

When decorating the office, there is no harm in pulling inspiration from all of these festivities – tinsel, menorah’s (although, for health and safety, not lit) and harvest baskets can make anyone celebrating feel that little bit more included, and this is a great way of keeping engagement and morale up during a particularly busy time of year for business.

It is about bridging that gap between tolerance and acceptance. Leaders do not want their team members feeling as if they are tolerant of their different beliefs, they want them to feel like they are accepted and respected in their workplace. Encouraging the team to get to know each other and ask how they would like to be greeted this holiday season will help solidify this acceptance mindset in your culture, and this will be a greatly positive force going forwards.

In the end, you will have a stronger team and an improved rapport with your people – and this can only have a positive knock-on effect for your business. If you need guidance on implementing inclusion strategies for the holidays or for the new year to come, get in touch with me at marty@orgshakers.com

In discussing the current diversity, equity, and inclusion (DEI) agenda with thought leaders from the US and the UK, we have gained valuable insights into the way global events are shaping DEI strategy and practice in organizations.

A challenge raised in both conversations is that the scope of DEI has undeniably widened, primarily due to the massive societal strides that have been taken over the past few decades. Now, for example, financial wellbeing, mental health, and organizational culture all fall to DEI, as well as the recruitment and onboarding of people from an ever-widening mix of diversity dimensions.

This was the main subject of the discussion with our two UK DEI specialists – Sue Johnson and Therese Procter. They pointed out that failing to provide additional resources to deliver against this expanding portfolio risks the impact of DEI initiatives becoming diluted. To mitigate against this, companies need to consider employing a DEI specialist at board-level.

This aligns with Marty Belle and Conrad Woody’s conversation – which looks at DEI from a US perspective – in which they highlighted that inclusion starts with senior leaders acting as authentic role models for the required workplace behaviors.

A senior leadership team and board of directors that understand what inclusive behavior looks like will make inclusive decisions. And the best way of ensuring that the DEI dividend these decisions can bring is achieved, is by having a dedicated, senior DEI leader who can ensure inclusion remains at the top of the organization’s agenda.

With a diverse workforce comes diverse thinking, and this broader spectrum of perspectives will help when examining problems, as well as bring new ideas to the table. This can give you an advantage as an employer, as it means that the products and services you offer will more likely be accessible to a wider breadth of different types of people.

Part 1 of our series offered a solution to the widening scope of DEI for employers, and Part 2 highlighted why focusing on DEI can be beneficial for a company – both ethically and financially.

What these conversations have highlighted to us is that despite having an ocean between them, UK and US employers both recognise the importance of having an effective DEI strategy – and the performance dividend it can deliver. And by understanding their shared perspectives, we can help all organizations in implementing these strategies more effectively. So, if you are a business who would like to harness the power of DEI in your workplace, get in contact with us here.

To gain insight on the role Diversity, Equity and Inclusion (DEI) currently plays for US employers, we spoke with Conrad Woody, Managing Partner of Odgers Berndston’s Washington Office, and Marty Belle, Partner at OrgShakers.

“I would say in the US, the topic has always been more performative than really heartfelt,” Marty reflected. “For the majority of employers, it’s all about the bottom line… and if you’re not totally convinced that having a diverse and inclusive workplace drives profitability for you, you won’t focus on it.”

Conrad built on this, highlighting the fact that some employers are simply hiring people who look and act like their best workers because they believe this will ensure that their recruiting standards are always being met. “There is a commitment to conventional wisdom, because it’s easy to do – staying within your comfort zone is always easy!”

It is a tough mindset to crack, but it is one that Conrad and his team take every opportunity to challenge. “What we’ve been doing in our practice is using radical honesty and authenticity to help clients understand and open up the aperture to be more inclusive in the recruiting process. And we’re also advising them on how to ensure that the environment that people arrive in is consistent with the reality they are trying to create.”

Meanwhile, for those companies that are trying to be diverse, Marty pointed out that there is another mindset ‘trap’ to be avoided: “Organizations tend to choose where they feel more comfortable ‘being different’.” In other words, they become comfortable hiring individuals from one or two underrepresented groups yet fail to achieve a broader mix of diversity dimensions.

On the other hand, Conrad pointed out, “there is also this sort of ‘everybody’s diverse’ thing that’s happening.”

“I would agree, everyone is now in that conversation, because we are all unique, so that makes us diverse,” Marty offered, “But if you want to peel it back and say, ‘Well, where do I get my biggest innovation and creativity?’, then I would tell you that there are aspects of diversity that make the biggest difference. And that would be ethnicity, gender, race, sexual orientation, marital status, physical ability, socio-economic status, religion, mental ability…to really drive the whole spectrum, you have to have those, what we might tend to call underrepresented groups or protected groups, in there. Otherwise, you’re not going to bring as much innovation to a complex problem as you could get with all of those broader elements.”

“Diversity by itself doesn’t drive you to greater productivity,” Marty continued, “but diversity with inclusion does. And this means figuring out how to get that mix of people’s best thinking incorporated into solving a customer problem.”

And Conrad believed that figuring this out “really starts with our behavior as partners to our clients. If the Partners in our own firm don’t demonstrate inclusive behaviors, how can we authentically advise our clients on it?”

“To truly unlock the power that diversity and inclusion can offer your company”, Conrad continued, “you have to realize that it’s about how people with those identities see you and value you, and that you make the time to go and get to know these people, because then they’ll trust you to have their best interests at heart.”

As well as this moral imperative, there is also the reality that millennial and Gen Z employees will no longer entertain non-inclusive companies, and so investors are quickly becoming more passionate about the social issues that organizations are pursuing. In this sense, there is a strong business case alongside the moral one to really make your culture a welcoming and inclusive one. So how do employers begin to close this gap and unlock the power of inclusion their business?

“I might say just have the conversation,” Marty concluded, “and be okay that you don’t understand the topic. Be willing to see what you can learn and be vulnerable.”

Conrad agreed, “getting comfortable with uncomfortable conversations is a huge step towards bridging into inclusive territory – knowing when to admit that you do not know everything simply opens up the opportunity for you to gain more knowledge and wisdom, and this is never wasted.”

Recently, Sue Johnson, Managing Partner for Inclusion & Diversity Consulting at Odgers Berndston, and OrgShakers’ Partner Therese Procter met to discuss the vital role diversity and inclusion (D&I) plays in helping UK workers navigate through challenging times.

“I think there’s a growing unrest at work that’s just bubbling under the surface,” Therese began, going on to highlight how workers are facing both a cost-of-living crisis and the need to adapt to changing ways of working after the pandemic. And while this has brought financial and mental wellness to the top of the overall leadership agenda, responsibility for addressing these complex needs is typically falling to the individual in an organisation that leads D&I strategies.

This continues a longstanding trend in D&I – scope creep – with a growing number of People issues being added to the discipline’s remit in many organisations, including workplace culture, human rights, supply chain governance, and community engagement.

On the one hand this is a positive development, as organisations become increasingly responsive to their environmental, social and governance (ESG) commitments. The challenge, however, is that the growing demands on D&I specialists are not being matched with the required resources.

“What you’re seeing is the job being expanded…the agenda is getting broader and broader,” Sue points out. However, the person who is responsible for responding to these D&I issues “are mostly reporting at a lower level… and to really make a change you have got to be able to have a seat at the executive table”.

Also critical is that today’s D&I specialists have the right blend of D&I expertise and wider organisational experience i.e.: they understand how the business ‘ticks’. Sue reflected that all too often in the past the people appointed to D&I roles had either “limited subject matter expertise but huge business experience … or came from HR with the subject matter expertise but lacked the wider business expertise required”.

Therese added that this is why “we are at a point in time where businesses need to reflect on current issues – and reset”. A D&I ‘reset’ that requires the appointment of individuals who, as well as having subject matter expertise and organisational know how, can also make things happen at pace and scale.

“You have to have such high emotional intelligence,” Sue agreed. “You need to be a good influencer, you need to be able to write strategy, and you need to be skilled in change management.”

“And the insights, the awareness, the training, the support, the helplines – the whole infrastructure has to be taken seriously,” Therese added. “That starts with the Board. If it’s not taken seriously and led from the top – and by the top – it will never get traction in the organisation.”

If the scope of the job is broadening, Sue and Therese concluded, then its importance increases by tenfold. And this means having an in-depth and contemporary understanding of all the corners of D&I, knowing how to respond and support employees accordingly – and then being able to win the support of senior leaders and stakeholders.

And aside from an employer’s moral obligation, there is clear financial gain from appointing a D&I specialist with this rare blend of skills. A workplace that is diverse and inclusive garners a higher revenue growth, has a greater readiness to innovate, and gains access to a wider talent pool. Research conducted by Great Place to Work also found that those who believed they would be treated fairly and included were 5.4 times more likely to want to remain at their company.

Adapting to this new normal when it comes to post-pandemic work has seen many new opportunities and challenges emerge in the working world, which is why it is more important than ever to be applying a central focus to your approach to D&I.

To discuss the ways in which the expanding D&I landscape is impacting your organisation, you can get in touch with us here.

Since being free of the pandemic’s grip, there has been a noticeable change in our approach to many things – including how we do our jobs.

Remote working introduced us to a range of new day-to-day experiences, some of which challenged working practices we had regarded as ‘normal’ for decades. I like to call these ‘lockdown legacy behaviors’ which I think will become standard as part of the new normal:

1. Being ‘On Time’ Actually Means Being On Time

In the pre-pandemic days, everyone knew that a meeting that was scheduled to start at a given time would not get going properly until about 10 minutes later. Stragglers would trickle in, hands filled with coffee cups, finishing the last dregs of a passing conversation. This was without the mandatory exchange of ‘hellos’ and ‘how are yous’ once inside the meeting room.

Nowadays, however, being ‘fashionably late’ is no longer in fashion. With the sudden shift to a remote working style over lockdown, the opportunities for being distracted or getting caught in traffic suddenly faded. People were ready to go on-the-dot, and for those logging on late, they would feel the need to apologise for not being there on time.

2. Desk Bombing

The repertoire of office catchphrases has recently extended by one – ‘desk bombing’. This is in reference to a worker who approaches someone at their desk without warning and begins speaking with them.

In pre-Covid office life, this was completely normal and acceptable. We had no designated phrase for describing this act because it was just part of being at work. Grabbing someone for a quick chat and embarking into a five-minute unofficial meeting was considered a legitimate way of getting stuff done.

Now, after months of solitary working, a new culture has developed where it has become strange, and almost inconsiderate, to disturb your colleagues.

3. The Non-Linear Workday

Probably the most powerful legacy of lockdown is the rise of the non-linear workday. Flexibility has become the new normal of corporate life, with remote and hybrid working making it so that people can plan work around their personal lives, rather than the other way around.

Working from home has recalibrated employers to put employee wellbeing at its forefront – and this model looks as if it will not be going anywhere anytime soon. 40% of global workers even said that flexibility was a top motivator in whether they would stay in a role, according to McKinsey.

What comes next is learning to adapt to these legacies. Meeting the ever-changing needs of the workforce can seem challenging, but by being able to respond to these new practices quickly and effectively, your company will be able to tailor its attraction and retention strategies. This will help it gain access to the widest talent pool, as well as retain that newfound talent.

For a detailed understanding and guidance of workforce insights, you can get in touch with us here or with me directly at andy@orgshakers.com

Copyright OrgShakers: The global HR consultancy for workplace transformation founded by David Fairhurst in 2020

Optimizing the performance of teams and individuals is one of the biggest challenges any leader faces. And it comes down to figuring out the approach that your people will best respond to. Rewarding overperformance? Punishing underperformance? Or a bit of both?

But which is the way to go?

Rewarding overperformance:

The behaviourist B.F. Skinner’s operant learning theory argued that by adding a rewarding stimulus after a behaviour, that behaviour becomes reinforced and is therefore more likely to recur.

As a leader, if you make a conscious effort to reward those at work who are exhibiting your company’s values through the quality of their output, then this will likely lead to them repeating this effort because they begin to associate that standard of work with some sort of reward (and this can be anything from a monetary bonus, to an extra day of paid leave, to a ‘thank you’ note).

This positive reinforcement can have a knock-on effect – other colleagues will see that by working to a certain level, they too would be rewarded, and so will mimic this behaviour. This leads to a chain reaction of improved productivity and engagement. In theory at least.

In reality, there is a fine line that needs to be walked with this.

Although one study found that 92% of workers were more likely to repeat a specific action after receiving recognition for it – leaders must be careful not to promote the idea that working your fingers to the bone will get you rewards. This can lead to burnout in staff, as well as a noticeable downwards effect on their wellbeing, with productivity falling just as quickly as it had risen.

However, calibrated correctly, rewarding good behaviour can deliver a significant improvement in output, as well as staff that feel they are being appreciated for their efforts.

Punishing underperformance:

Skinner also created the concept of operant conditioning, which is essentially the opposite to operant learning theory and involves taking something good or desirable away to reduce the occurrence of a particular behaviour.

In corporate terms, this is most commonly translated as: if you are not meeting expectations, you will be at risk of losing your job. Some leaders opt to promote a widespread feeling of job insecurity in their workplace to foster this idea of competition and to stoke fears of job loss to motivate workers to be at the top of their game. Some commentators have suggested this is likely to be Elon Musk’s gameplan for Twitter where he has sacked half the workforce.

However, Harvard Business Review conducted a series of surveys to explore whether perceived job insecurity actually made people work better. What they found was that job insecurity drove a culture of presenteeism with workers going out of their way to look as productive as possible – but with the quality of the output waning. This is most likely due to the fact that feeling the need to always look busy can lead to stress build up and have increasingly detrimental effects on an employee’s health and performance.

But underperformance can have virus-like tendencies when unleashed in the workplace. If high-performance employees see that their low performance colleagues are not being reprimanded for putting little in, then this can lead to a domino-effect of high performers starting to work less hard because they do not want to pick up the slack of others around them. This mindset can spread like an infection amongst the office, and so it is extremely important for employers to manage those who are deemed low performers. But, the way you approach this requires a leader to be clear about what they need from this member of staff in order to help them improve – this list of top tips is a great place to start.

So, reward and punishment both have their pros and cons. The secret is knowing which to use in a given situation – and deploying them in a professional, purposeful way.

If you would like to explore more deeply the best ways to optimize the performance of your employees, you can get in touch with us here.

The mass adoption of remote and hybrid working has brought with it concerns around a loss of company culture, a lack of social cohesion and struggles with onboarding. What seems to be emerging as the golden solution to these problems is the metaverse – the virtual reality (VR) space which allows users to interact with each other’s avatars in a digitalised office from the comfort of their home.

However, there are still many HR-related concerns surrounding the metaverse, and one such issue is virtual presenteeism.

The belief that managers and executives will subconsciously favour those they see in the office every day from morning until evening – even if these people are not being productive – is not a new one. And it is rooted in two psychological phenomena; the first being the ‘mere-exposure effect’, which states that the more one person is exposed to someone, the more they start to grow an affinity towards them. This is strengthened by the second, the ‘halo effect’, in which if a manager gets along with a colleague and considers them a nice person, they will also assume they are a good worker.

However, even though simply being present has no demonstrable correlation with the quality of an individual’s output and their overall productivity, a survey from the Chartered Institute of Personnel Development found that 83% of people had observed presenteeism in their workplace.

Now, flashforward to the rise of remote working. Suddenly no one is in an office, and no one is in the eyeline of management without inviting them to a specific video call. By being forced inside, employers could only judge the productivity of their staff based on what they were outputting each day, and this helped significantly reduce the presenteeism ideology.

Until the metaverse comes along.

There is no set science on how much interaction employees can and should be having with the metaverse. As it stands, the most likely approach to it will be a new hybrid model – working partly inside the digital space as an avatar and working from home outside of it in the ‘real world’. But this presents an interesting issue – will presenteeism return in the form of a virtual, avatar-based counterpart?

Naturally, there are going to be some hesitations surrounding the metaverse. A study commissioned by ExpressVPN found that employees reported feeling higher levels of anxiety, suspicion, and confusion about the new digital space. This hesitancy stems from a variety of factors, and one of the most popular is the increased opportunity for surveillance, which in turn can lead to employees feeling like there is a lack of trust being placed in them. This is coupled with general health concerns, as using VR too much can lead to increased anxiety, depression and ‘brain drain’.

So, it would not be a leap to assume that some will be reluctant to interact with the metaverse daily, and yet will this mean that those who opt to use the metaverse less will be at risk of losing out on promotional opportunities? The space allows for the recreation of the office setting in a virtual world, so those logged into it can once again be seen and interact with their superiors on a more regular basis, which may see a return to the pre-pandemic ways of presenteeism.

And with a global study by Cienna finding 40% of businesses thinking they will move to more immersive and VR-based environments in the next two years, identifying this rise of digital proximity bias now can allow employers to start working with their HR teams to figure out how to approach this problem at its root.

That’s where we can help. The metaverse is quickly gaining popularity in the working world and is making its way towards ‘new normal’ status. If you would like guidance on how to start preparing and navigating this digital world, you can contact us here.

Benefit programs play a pivotal role in attracting and retaining talent – but how can you ensure that your benefits programs meet the diverse needs of employees of different ages?

Currently, there are four different generations in the workforce: so what does each generation value most?

Boomers:

Born between 1946 – 1964, the boomers are well into their midlife. And yet, it is no secret that a lot of mature workers are still active, with 25% of the US workforce being comprised of those aged 58 and above. This is largely due to the fact that people are living longer and healthier lives, and so are better able to work to retirement and beyond.

Therefore, it may come as no surprise that the benefits these people tend to value most are health related – health insurance, dental and vision coverage, as well as retirement plans and discounts on health services (such as chiropractic care).

Generation X:

This generation make up the highest percentage of executive roles, as well as being typically very skilled and specialized. While they have most likely paid off any student debts, they usually have families to support financially and emotionally, and so the benefits they value the most reflect this.

Gen Xers look for 401K plans with matching benefits, opportunities for advancement and opportunities for work-life balance. This would make the offering of increased time off or sabbatical particularly attractive to this generation. As well as being parents and supporting their young-adult children, this generation are likely to have unpaid caring duties towards their elderly parents, and so having specific benefits to help with this caregiving would also be incredibly attractive to this group.

Millennials:

Millennials are those born between 1981 – 1995, and currently make up the majority of the US workforce, at 35%. This group of people are starting to grow their families, pay back student loans and purchase property, and so the benefits they tend to value the most are paid time off, flexible spending for dependent care and health, flexible working schedules, and financial advice.

A survey found that among millennials who already had children, 72% of them cited that the lack of affordable childcare was a barrier to meeting their career goals. When paired with student loan debts and the rising prices of housing, basing your benefit programs around financial assistance in these areas will be extremely enticing to this generation of the workforce.

Generation Z:

The most recent influx into the workforce, Gen Z currently only make up 5% of it in the US, but the number is quickly rising. The youngest generation are bringing with them a new attitude towards working life, and prioritize boundaries and balance so that they can indulge in a personal life and avoid physical and mental burnout from being overworked, as seen from the quiet quitting phenomenon.

They value many similar benefits to millennials – paid time off, student loan assistance, flexible working options – but are also the most socially progressive of any generation. A lot of Gen Z candidates are looking for what mental health support services companies are offering, as well as how diverse and inclusive they are, as this reflects the type of culture they will be working in.

Even though different generations want different things, there are ways of appealing to them all through your benefit programs. One way of approaching this is offering a standardized set that considers a key element from each, therefore making you more attractive as an employer to a larger population of workers.

Another way you could do this is by working with your HR team to design benefit programs to support and meet your people in various seasons of life. There are strategic ways you can vary your benefit plan offerings, while managing your benefit compliance responsibilities.

With the cost-of-living crisis happening in real time, understanding the needs of the workforce is paramount to finding, securing, and retaining the right talent for your business. So, if you need detailed guidance on how to design strong, appealing benefit programs, get in touch with us here or with me directly at victoria.sprenger@orgshakers.com

I found myself smiling recently as my lovely mum, Nora – who is 84 – declared her absolute exasperation that her doctor had not prescribed her a medication she thought she absolutely should have.

So, why was I smiling?

Her request had been for hormone replacement therapy – HRT!

As I poured us both a cup of tea, I was really intrigued as to how the conversation had gone.

She shared with her doctor that I was on HRT and that I had been free of joint pain and other menopause-related symptoms. Although I had been sceptical to try it, I now advocated it and as a result she thought she would like it too. He asked why she felt the need to try it now and she said: “Because I want to feel at my best for as long as I can”.

His response to her really warmed me. “You are a beautiful woman. You are 84. And you are a perfect example of a post-menopausal woman in the springtime of her life. You need sun, and smiles, and daily doses of whatever it is you are already doing.”

My mum was of a generation that did not talk about the menopause through both stigma and shame and never complained when the obvious symptoms presented themselves.

They just ‘got on with it’.

I love that mum is full of energy and life and no longer ashamed to talk about the personal stuff.

So, as we mark World Menopause Day, it is a missed opportunity if we ‘just get on with it’. Today should be a celebration – an opportunity to recognise we are in the springtime of our lives!

Because there is more support than ever for us to open up about how the change in our bodies impact our physical, biological, and psychological state.

I have been an Ambassador, an Ally and – so I have been told – very loud in sharing the knowledge and insights I have on the topic across boardrooms and organizations in every sector. The menopause does not discriminate, 100% of females will face it and my hope is that they will embrace it.

As an organisation, OrgShakers have taken to the topic of midlife very seriously as there is a commercial benefit to every business for doing so.

For the first time in history, one third of the global workforce is over 50! That alone is staggering when you think of the paradigm shift in thinking for the policies, processes and programs that need to support and enhance everyone to be at their best.

If you need some help on starting to support those undergoing these midlife changes at work, here are five things you can do as a leader:

Develop and/or review existing policies – remembering that there is no one-size-fits-all approach as every person’s journey with menopause is unique
Train your line managers in understanding what menopause is and how to recognise and support it
Raise awareness – this can be done through a variety of means, whether that be having informative flyers/posters, organising educational talks/seminars, or through the use of an internal intranet forum.
Introduce a menopause/midlife Ambassador
Foster an inclusion mindset – this can only flourish in a workplace culture that is open, honest and makes people feel comfortable to share and seek help

And please do get in contact with me at therese@orgshakers.com to keep the conversation alive.

With a post-pandemic wellbeing mindset on the rise, as well as the influx of Generation Z into the workforce, many are starting to realise that a leader’s ability to utilise their soft skills is becoming increasingly valuable.

For the most part, hard skills are the ones that have been considered of greatest value to employers, simply because the word “hard” suggests that these skills are more difficult and complex to acquire. In reality, however, soft skills are ever-changing and ever-growing, and so can prove to be much more difficult to keep up with, despite the implied fluffiness of the word “soft”.

Soft skills relate to an individual’s emotional and cognitive capabilities: empathy, flexibility, curiosity, vulnerability…the list goes on. And what has been highlighted during and post-pandemic is that these skills are actually the most powerful ones to be harnessing, and if utilized correctly, can make all the difference in improving management approaches.

The International Institute for Management Development identified four key attributes for a manager to be successful in today’s workplace – and three of these were soft skills. This is largely due to the fact that we are seeing a new generation entering into the world of work with new mindsets, fresh perspectives and an openness that has not been seen in previous generations.

Gen Z are the first generation to have grown up with social media, an environment where expressing and sharing ones innermost thoughts and feelings is considered the norm. As a result, these younger workers will value the ‘power skills’ of honesty and vulnerability in their leaders and they would be more likely to respect a manager who is willing to openly share challenges they are facing.

A McKinsey Global Institute Report reflects this, predicting that global workplaces will see a 24% increase in the need for social and emotional skills by 2030.

So, vulnerability amongst executives is emerging as a highly beneficial quality, but the reality is that showing that vulnerability – especially for those leaders from previous generations – is not something that they are used to (or comfortable) doing.

However, a shift in mindset which views vulnerability as a powerful skill rather than an admission of weakness, is a great way to bridge the generational gap between executives and the younger workforce. And it is key for this to start from the top, so that it trickles down the hierarchy and settles into a refreshed workplace culture which recognises the ever-growing importance of these power skills.

To discuss and seek further guidance on how to turn power skills into the skills of success, get in touch with us here.

5. Reduce anxiety

Anxiety is known to be harmful to the brain, but how? Some anxiety is normal in us all, but evidence exists that individuals who experience long term and sustained anxiety are 48% more likely to develop cognitive decline. This is due to cortisol, the stress hormone, which if present over the long-term damages parts of the brain involved in memory and complex thinking.

In 2020/21, depression or anxiety accounted for 50% of all work-related ill health, so focusing on reducing anxiety in the workplace will have huge beneficial effects for employees, the organisation and society. Educating staff around techniques to minimize stress or to ‘reframe’ their perception of stress and make it positive are great ways of helping to reduce angst, as well as offering subscriptions to mental wellness apps such as Calm or great online platforms such as LibratumLife.

However, it is not all up to the employee. Additionally, organisations can help reduce anxiety in their employees by creating a culture of Psychological Safety where people can speak openly; by training and developing Leaders in Emotional Intelligence and encouraging supportive conversations; and by sponsoring employees to become Mental Health First Aiders.

Anxiety and stress are at an all-time high in the midst of the cost-of-living crisis, and so now more than ever helping manage anxiety should be a prime focus for employers who want to keep their workforce healthy and reduce burn-out and sickness absence.

6. Keep on Learning

The concept of lifelong learning is one that you may be familiar with. Developing new skills, learning new information and remaining curious can all help towards reducing cognitive decline. Remaining alert and interested in the world around you is one excellent way to keep the neurons in your brain firing and active.

Offering learning and development opportunities in the workplace is a great investment in your people and your business. Whilst it may be tempting to turn off the development tap at times of financial difficulty, it can be a false economy in the longer term.

There have also been many discussions about the efficacy of ‘brain training’. To date, there are many apps and other products which claim to help stave off cognitive decline. The jury is still out with most of these. MyCognition is worth a look as it has been developed in conjunction with the University of Cambridge and with support from the NHS. The best results for any brain training interventions seem to be achieved with regular usage over longer term rather than as a quick fix.

7. Ensure regular mental stimulation

Many researchers believe the key to maintaining a healthy brain is the habit of staying mentally active. This idea of more mental stimulation may seem counter-intuitive to many people already feeling mentally submerged by their current workload. However, the brain responds best to having a variety of different stimuli not just sitting on Virtual meetings or in front of a PC all day.

When thinking about mental stimulation, it can help to think of your brain as a muscle. The more you are exercising it the stronger it gets, but you need to exercise your brain as you would your body, with variety and care.

The efficacy of mental activity is improved by having a variety of different ways to stretch our brain. Making time away from work to listen to music, walk in nature, paint, play chess, or just do a crossword puzzle all stimulates our brains in different ways. Our brains need this variety to feel refreshed.

As employers, we need to be cognisant of this need for stimulation when we plan the activities of our employees. The key is giving a variety of work, giving time for rest, having adequate time to think and plan – these are great ways to ensure optimum brain health, better quality thinking and higher quality output.

Neuroscientists will tell you that the ability to multi-task is a myth as the brain uses a great deal of energy through activity switching, and that focusing on one key activity at a time is the key to quality thinking. Encouraging this kind of focused working, interspersed with rest breaks and time to let your mind wander, creates the optimum conditions for your brain to function.

As an employer, offering access to a variety of stimulating work and work which uses different ways of thinking can be really helpful. Encouraging people to take a real break and think about something else is also vital as this helps improve their brain health and can lead to them returning to their previous work task with a fresher headspace.

8. Actively seek out social contact

Social interaction can have profound effects on your health and longevity. In fact, there is evidence that strong social connections may be just as important as physical activity and a healthy diet. Strong social interactions can help protect your memory and cognitive function in several ways as you age. Research shows that people with strong social ties are less likely to experience cognitive decline than those who are alone. By contrast, depression, which often goes hand in hand with loneliness, correlates to faster cognitive decline.

Whether you class yourself as an extrovert or an introvert, having a network of people who support and care for you can help lower your stress levels. Additionally, social activities require you to engage several important mental processes, including attention and memory, which can bolster cognition.

Many people find this social contact in their community, their family and friends. But we also spend a great deal of our time working.

We are social animals for whom frequent engagement with others helps strengthen and develop our brain’s neural networks, and this emphasises the importance of promoting a sociable culture in the workplace. For those working in hybrid and remote settings, ensuring that there is time for consistent informal, as well as formal, catch-ups is a way of reducing the feeling of isolation at work.

Final thoughts…

In summary, the brain is an important organ and needs our support!

How we are working today is often unhealthy for our bodies and our minds and not in keeping with how our brains are designed to run best. We are not super computers and respond badly to being ‘switched on’ for long periods of time and to constant repetitive work which does not offer us a variety of mental stimulation.

But treated right, our brains are far superior to computers in terms of creativity, in imagining that which has not been done yet and in problem solving in the most lateral of ways.

There are many things that employers can do to help their employees maintain healthy brains – and a great place to start is to lead by example. Cognitive decline is not inevitable and making some changes to old habits, as well as incorporating new ones, can pay great dividends in terms of productivity and quality of output at work in the longer term. To discuss how you can begin to incorporate brain health into your organization, or to learn more about Emotional Intelligence Training, Psychological Safety or any of the interventions mentioned in our two part article, please do get in touch with me at pamela@orgshakers.com

Whilst we may focus on maintaining the health of our bodies, we tend to pay less attention (if any) to the health of our brains. Maybe it’s because we cannot actually see how healthy or not our brains are; but helping maintain brain health should be one of the top priorities for employers in order to ensure they have a healthy, high-performing workforce.

Mental health is quite rightly a priority for many employers. That said, many strategies are aimed at fixing issues rather than trying to prevent them in the first place. Brain health is focused on supporting the continued wellness of the brain structure itself – the ‘hardware’. In turn, taking care of the health of our brain ensures great foundations for good mental health by preventing or reducing cognitive decline.

Interestingly, there is still very little known about the brain. We have some idea of how it functions and some ideas about what it needs for optimum health but there is still so much to learn. I describe the mind as the ‘undiscovered country’ – much like the deepest oceans and the furthest reaches of our galaxies.

The fascinating thing about the brain is that we now know that it is not fixed, it is capable of growing new cells (a process called neurogenesis), and so it can consistently benefit from daily stimulation throughout our lives.

We also know that the brain is capable of changing its activities in response to stimuli and that we are capable of learning new things throughout our lives, as well as adapting and changing our thinking to a much greater degree than previously thought. So you can teach an old dog new tricks! The brain’s ability to change its neural networks, to flex and adapt how it operates despite aging, is known as neuroplasticity. Employees in their mid-life are just as valuable and capable as their younger counterparts, so long as they are working in an environment of stimulation and so long as they undertake activities and practices that nourish their brain.

So, on the topic of brain health and nourishment, let me share with you some different ways that you can encourage and support your staff, as well as undertake for yourself, to maintain optimum brain health:

1. Get sufficient sleep

Getting consistent, good-quality sleep is known to improve overall health and prevent cognitive decline. Our bodies rely on a certain amount of regular sleep for a variety of essential functions, many of them in the brain. A study on the relationship between sleep deprivation and cognitive decline found that people who sleep less or more than the recommended seven to eight hours a night exhibited a more noticeable decline than those sleeping 7 hours per night.

As simple as it sounds, employers need to make sure staff are properly rested. Sleep is fundamental for the brain to function properly and will help to massively reduce the risk of burnout. A well-rested employee is 30% more productive and 40% more creative, which means that your overall output will be stronger if your staff are sleeping better.

2. Exercise

There are many neurological benefits that come from physical activity, and these include decreased stress levels, increased focus, improved memory and better blood circulation. While people will exercise for a variety of reasons, few people do it with the intent to improve their brain functioning.

Exercise can help ward off cognitive decline, and some studies have shown that engaging in a program of regular exercise improved cognitive function in people who already had memory problems. Exercise may be particularly advantageous for people who carry the APOE4 gene variant, which makes people more susceptible to Alzheimer’s disease.

While exercising, oxygen saturation occurs in areas of the brain associated with rational thinking as well as social, physical, and intellectual performance. Additionally, exercise reduces stress hormones and increases the number of neurotransmitter chemicals like serotonin and norepinephrine, which are known to accelerate information processing.

What is incredible is that you are able to target and enhance a specific element of brain health through exercise:

For concentration: yoga, tai chi, aerobic classes;
For memory: aerobics, walking, and cycling;
To improve blood circulation: cardio activities (walking, riding a bicycle, running, swimming);
For stress and anxiety: yoga;
For depression: aerobic and resistance training.

Even people who engage in smaller forms of exercise, like gardening, are less likely to suffer from age-related neurological conditions. If intense exercise is not for you, gentle exercise can bring your brain a breath of oxygen-rich air. Much of the scientific community agrees that walking is one of the best and most accessible forms of physical activity, and gentle on the joints. It is therefore worth considering offering physical health memberships for employees, as keeping staff physically and mentally fit with increase their productivity.

3. Limit your consumption of Alcohol

Balance and moderation are key here. There is some evidence that low levels of alcohol consumption can reduce the risk of cognitive decline and dementia. One study found that people over the age of 65 who drank up to one alcoholic beverage a day had about half the risk of cognitive decline as non-drinkers over a period of five to seven years.

We do know that a heavy consumption of alcohol can have damaging effects on the body and brain. When a person drinks to excess the liver cannot filter alcohol quickly enough and this can lead to long-lasting effects on the neurotransmitters in the brain, destroying brain cells and shrinking brain tissue.

The precise effect on the brain depends on the individual’s overall health, how much they drink and how well their liver functions. So, whilst the jury is still out on any benefits from light drinking, heavy drinking has definitely been proven to be damaging to the brain.

4. Manage your diet

Although there remains ambiguity around micro-dosing with alcohol, we do know that what you choose to eat can have a great effect on the health of your brain. A Mediterranean diet emphasizes fruits, vegetables, whole grains, beans, nuts, seeds, and olive oil, and includes moderate amounts of fish, poultry, and dairy products, while limiting red meat. This eating pattern has long been recognized as promoting better cardiovascular health, lowering the risk of certain cancers, and there is evidence to suggest that it can also contribute to protecting against cognitive decline.

Recent extensive studies have shown that consumption of oily fish is particularly associated with reduced risk of cognitive impairment. The omega-3 fatty acids found in fish oil certainly play important roles in brain function and development. We also need to ensure that we are getting sufficient vitamins B6, B12, and Vitamin E in our diets.

And considering that the brain is circa 60% water, there is also a strong case for keeping ourselves hydrated. If water levels are too low, our brains cannot function effectively and must work harder than normal to complete everyday tasks. Dehydration can lead to confusion, drowsiness and memory loss so staying hydrated is vital. Research has shown that as little as 1% dehydration can negatively affect your mood.

To incorporate these findings into the workplace, it is good to offer balanced, healthy food when at work, as well as having multiple water coolers or means to remain hydrated. Having a vending machine that is filled with healthy snacks as opposed to fatty, sugary foods is a great little change that can be made to help promote healthy snacking.

Tomorrow, we will be posting the second part to this article, which outlines a further four things you can be doing to maintain your brain health.

In the meantime, if you would like to get in touch with me, you can email me at pamela@orgshakers.com