Are we seeing the return of Industrial Factory Workers but at now from Home?
It doesn’t matter what sector, size or situation, it’s the same problem.
Work has become all consuming, we are stuck in our office bunkers beavering away with our heads down and there aren’t enough hours in the day….
The message from Organisations is clear – we want Agile, Adaptable people.
Both Leaders and Employees have delivered -we have seen people make huge personal changes to how, where and when they work.
The energy associated with this change is showing up now as fatigue and increased stress and is proving unsustainable over the longer term.
When I listen to people describing their typical work-day, I can’t but think of the old factory system of work from a previous century.
Is our work today resembling the industrial revolution where workers spent long hours to produce in dehumanizing, unsafe and disempowering environments?
Have white collar professionals become the modern-day factory workers?
Are leaders, managers and employees fearful of speaking up?
I wrote in my book Future Proof Your Career https://lnkd.in/eNhHBVV “The desire to achieve is within us all. If we are surrounded by a competitive environment, where everyone is working crazy hours, we work crazy hours too. It’s like the story of the frog slowly being boiled alive, not perceiving the danger of the rising temperature until it is too late for it to jump out of the water”.
If you are Leader in a Business today and want to attract and retain talent, the most important thing is to listen to your people and how they are feeling.
We really need to start a conversation about how we work today before it’s too late.
We help Organisations to listen using neuroscience through our always on technology Employee Voice 24/7 and Cultural Assessments – https://lnkd.in/e_P-c97
1- How to manage through uncertainty, frequent transitions and prepare for the unknown. The brain seeks safety and certainty, it builds neural highways to shows us patterns from the past on how we managed similar situations. The world is less certain and is causing stress for many people seeking this certainty.
We need confidence to make decisions without all the data.
2- How to stay connected and foster relationships when many of us have worked in isolation for well over a year now. In a longitudinal Harvard study into lifetime happiness and satisfaction, the standout finding was that deep and long friendships have the most positive and profound impact on life outcomes.
We need to be more intentional about relationships in every part of of our lives
3- How to adapt to the rapid rise of technology as part of every work task we seek to accomplish. The rate of technology change is happening faster than our ability to cope with it. Our smart phones are picking up more data about us than we know about ourselves.
We need to develop greater self awareness our own superhuman power
Here signing books as part of Future Readiness Workshops for Leaders.
I met this group studying neuroscience in London 8 years ago. At the end of the first day, Clive asked did anyone want a pint. This motley crew said yes and we have become best friends since.
This group has an incredible bond of friendship built by human connection and co-coaching each other through our highs and lows.
Our group hail from Scotland, England, Wales, Northern Ireland and Southern Ireland. We have met up over a dozen times since in our host countries each year, today was a virtual meeting.
I am incredibly privileged to know these people. Our colleague Clive has just written his third and best book yet. ‘The Quantam Way’ helps us understand the science behind happiness and workplace engagement.
It’s a brilliant read and this excerpt speaks to me and the isolation felt by Covid which isn’t natural or human.
“When one tree is sick, the other trees will reduce their intake of nutrients from the soil to allow the ailing tree the chance to recover.
How do they sense this?
If you place a plant in a vacuum it will die
If you place a mammal in a vacuum, it will suffer the same fate.
Yet if you place them in the same vacuum they will both survive”
“21% agreed they had called in sick to avoid work when asked how workplace stress had affected them. 14% agreed that they had resigned, and 42% had considered resigning when asked how workplace stress had affected them.”– Mind
Here at The Happiness Index HQ, we believe that the long-term impact of the Covid-19 pandemic on our wellbeing has yet to be felt. Each of us has been through a unique experience that has changed us and impacted our health – whether we’ve been furloughed for the past six months, aresuffering from work burnout or are trying to deal with loneliness or juggling work and homeschooling.
According to the National Health Service in the UK, the principal reason for work stress is a lack of support and understanding from managers/leadership. When people are stressed, exhausted and feel that they aren’t listened to in the workplace it’s detrimental to their health, happiness and performance.
THE IMPORTANCE OF MENTAL & PHYSICAL HEALTH
61% of employers think that communication of benefits and wellbeing programmes will be a top priority this year – Willis Towers Watson
Every successful company is dependent on healthy and productive employees – but more importantly than that – a caring and empathetic employer would put staff wellbeing and happiness at the top of the agenda!
If you look after your employees they will return the favour ten-fold. Valued and supported staff are far more likely to deliver better outcomes for your business. They will happily go above and beyond – even more so if they are aligned with your vision and goals. If you want to retain staff and increase the talent pool when recruiting – it’s essential to prioritise the mental health of your staff and make it a core part of your business plan. Today!
Poor physical wellbeing leads to:
Missed work days – Even something as seemingly insignificant as an incorrect desk set up can have a big impact. Governmental data shows that, of the 8.9 million days missed due to Work-Related Musculoskeletal Disease, 11% are caused by keyboard use, compared to 28% caused by heavy lifting.
Presenteeism – According to a recent study, 45% of Brits admit to coming into work despite being too unwell to work effectively or efficiently. This particularly affects younger workers, with 55% of 18-25-year-olds saying they’d struggled with presenteeism.
Lost revenue – Data from Vitality shows that in 2019 ill-health cost the UK economy £9.1 billion
Poor mental wellbeing leads to:
Missed work days – Governmental data shows that poor mental health is the leading cause of missed days of work, with Stress, depression or anxiety accounting for 17.9 million days or 51% of missed work.
Lost revenue – The Centre for Mental Health estimates that in 2019 the UK economy lost £35 billion to the effects of poor mental health.
Staff turnover – A recent study by app jobs, showed that 16% of people switched jobs due to stress and poor mental health.
HOW NEUROSCIENCE HELPS US UNDERSTAND WELLBEING
The Happiness Index uses the principles of Neuroscience to help us understand the triggers that can harm the physical and mental wellbeing of both our employees and our customers’ employees.
Our work on workplace wellbeing is underpinned by neuroscience. We predominantly focus on the Instinctive brain of the employee and the “Rational brain” when it comes to organisational support. In layman’s terms, neuroscience helps us to understand people’s instinctive responses to their mental and physical health and the rational enablement of organisational support.
Want to create a thriving culture where no one suffers from poor mental/physical wellbeing?These are the three main areas that must be addressed:
Here we are focused on the issues relating to our psychological safety. For example, the positivity of relationships, healthy work-life balance and levels of stress.
Next, we look at our physical health where we focus on our Instinctive brain and our need tostay fit and healthy. This is predominantly focussed on energy, nutrition, health and physical activity.
When we understand the mental and physical wellbeing of our people the real work happens! This is where businesses step in to ensure they are doing all they can to improve/sustain wellbeing and they are fostering the right company culture.
Organisations who focus on these three areas position themselves as empathetic leaders who truly care. This creates a thriving and healthy culture where people will be motivated to come to work and help businesses fulfil their goals.
TOP 5 TIPS TO BOOST WORKPLACE WELLBEING
Focus on mental health
Many companies provide easy access to plenty of drinking water, a gym membership scheme, or other physical health interventions…but don’t forget about mental wellbeing. Although we know that physical health (eg. eating well and exercising) affects mental health, the opposite is also true. If your team is too stressed to take a lunch break, they are unlikely to hit the gym or go for a run after work too.
Support Financial Health
Financial wellbeing guru, and close friend of The Happiness Index Gethin Nadin, told us that on average people take 3 days off per year due to financial stress. On top of this, Barclays estimate, in their Financial Well-being report, that poor financial wellbeing was costing employers four per cent of their payroll – which included issues relating to mental health. By paying everyone fairly, you can help minimise this. You can also help by providing other resources to build financial literacy.
Keep an eye out for Burnout
Burnout is a very real and very prevalent problem in today’s workplace, especially where employees are particularly engaged – 48% of UK workers have experienced burnout rising to 66% of US workers. There are lots of telltale signs that your employees may be suffering from burnout – The Journal Of Organizational Behaviour lists fatigue, irritability and health problems. Training your team to spot signs of burnout and create a safe environment where employees feel they have the resources and support to recover is also key. For more tips on helping your people with burnout, listen to Matt’s interview with Laura Giurge.
Make it OK not to be OK
Encourage your team to focus on their mental and physical health, and ensure everyone knows you are a line of support for them. Ensure everyone understands that they’re able to take time off when they need it – this doesn’t just mean the flu or family bereavements – it can also mean they simply can’t face it!
Provide work patterns to help reduce incidences of presenteeism
Remember, there isn’t a one size fits all when it comes to wellbeing. You might think you’re supporting your team’s physical and mental health by providing Yoga classes, but if they’d rather be going for a walk or meditating, you’re not going to be making as much of an impact as you may have wanted. Don’t guess on people’s behalf. Ask them and let them help you to help create a better culture that fosters better wellbeing for everyone!
WORKPLACE WELLBEING SURVEY
“9 in 10 CEOs believe wellbeing initiatives are key to driving long-term changes to their business model.” – PwC
Do you have the insight on how your people have been impacted, to ensure you aren’t facing a ticking wellbeing time bomb? Our Employee Voice 24/7 Survey data highlights that the prolonged nature of the pandemic has depleted resilience levels and people are struggling to replenish them.
We want to combat this and create a working world where good Culture, Health and Wellbeing is commonplace. So we created the Wellbeing Survey! Our Wellbeing pre-built survey is based on 3 themes, Mental Health, Physical health and Organisational support.
Understand and combat any anxieties or stresses your people may have
Identify and prevent wellbeing issues and position yourself as an empathetic leader who truly cares
Create a thriving, happy and healthy culture where people will be motivated to come into work and help your business thrive and fulfil its goals
Implement meaningful action plans and benefit schemes to prevent & combat wellbeing issues to build a happy and healthy workplace for the future
If you want to take the first step towards creating a workplace of the future that puts employee health, happiness and wellbeing at the top of the agenda, then click the button…
We’ve got big changes on the horizon. With lockdown lightening over the coming days and weeks, many of us may be starting to think about getting the future of work and returning to the office. After a year of working from home, this might be a bit of a shock to the system. Although some of us may be chomping at the bit to get back into our pre-pandemic routines, many of us have built a new schedule that will need rethinking as we re-enter the world outside our front door.Here’s the thing about change, we all react differently to it. But often our reaction isn’t completely rational. It’s likely that if you think carefully about returning to working in the office, you know that you were able to do it before, and you quite like being around your colleagues, even though they may occasionally microwave smelly fish. And let’s face it, you’re getting a bit bored of your calls being interrupted by the dog.
So why is it that so many people are feeling anxious about this change? To uncover the reason, let’s dive into the neuroscience behind change.
THE CASE OF THE AMYGDALA
Don’t worry, we’re not going to make you do brain surgery or anything that’s going to make your brain hurt, too much. But it might be useful to just have a quick refresh on the main structures of the brain. For our purposes here, we’re only going to look at two main kinds of structures, parts of the brain that react quickly and instinctively, and those that react more slowly and rationally.
The amygdala is an example of a part of the brain that reacts very quickly. This is because it’s the part of the brain that reacts to danger. This could be anything from not being able to see where you’re going because there’s a large and hungry-looking lion in front of you, or not being able to see where you’re going because a very big change is looming. Unfortunately, your amygdala works very quickly and doesn’t make any distinction between the two situations. This isn’t entirely unreasonable – for the last year or so, going into the office has been relatively unsafe.
Fight or flight when returning to work
This means that when you find yourself in a dangerous situation, your amygdala kicks in and helps you get out of there. This is commonly known as the “fight or flight” response. Of course, this is great when the danger your amygdala is reacting to is a lion. It’s less great when it’s the perceived danger of moving back to an office. If you’re a team leader, manager, or working in HR, you may have been on the receiving end of people’s fight or flight response when it comes to going back to the office.
The important thing to remember is that when the amygdala is activated people feel less secure and safe, the emotional part of their brain is lacking the security it craves and is sending danger signals. In short, in the face of change, people will feel less happy because their emotional brain is destabilised.
WALK TOWARDS, RUN AWAY
Because of the way our brains are structured, our response to danger is essentially a big ON/OFF switch, which is quick and responsive, but our more rational structures like the limbic system and neocortex take a lot more time and energy to engage. This means that we’re much better at running from danger than toward rewards. Neuroscientists call this the walk towards, run away phenomenon.
What it boils down to is that even if a change might be for the better, our brains are more likely to encourage us to run away from potential danger. This is because our emotional brains don’t learn very well – there’s a reason they’re sometimes referred to as the reptile or chimp part of the brain – they’ve stayed the same for a long time. On the other hand, the parts of our brain that respond to rewards are very slow to activate.
This means that we’re likely to take a while to warm to something as being an overall good thing, whereas we’re likely to make very snap decisions about whether things are dangerous or bad.
USING NEUROSCIENCE TO COPE WITH CHANGE
Once we know that our emotional brain is being scared off before our rational brain can parse the information properly, we can use this information to our advantage. All we need to do is face down the fear until our brain realises that there’s no immediate danger, and then wait for our rational brain to kick in.
Of course, saying this is much easier than actually doing it! This is why a phased approach may be better for you and your team. Starting by meeting up casually outdoors in the first instance, or perhaps meeting a small group of colleagues in the office at a time. The point is to reassure everyone’s emotional brains that there isn’t a lion coming to eat them and that this change is, in fact, positive.
Once you start to associate the commute and office environment with some of the more positive aspects – like socialising with your colleagues or getting your favourite coffee on your way to the office – your amygdala will start to chill out. This will leave your slower reacting parts of the brain time to start to rationally appreciate the positives.
HOW TO MANAGE CHANGE FOR YOUR TEAM
One of our most popular articles, written on the eve of the first UK lockdown, is about how to manage your team through times of change. Here you’ll find some top tips about motivating staff through change – including how to ensure you have a vision that guides your team like a compass, to communicate change clearly, and to identify role models and clear leadership structures which will help everything on an even keel.
The key thing is to make sure you get plenty of feedback. If you know who on your team is struggling with change, you can help them manage their fears, and come up with a plan to tackle any potential problems which may arise. Our Wellbeing Survey is specifically designed to help you keep an eye on the emotional well-being of your team. This will help you come up with a tailored strategy that takes into account the individuals on your team, and the specific challenges they’re facing.
Click the button below to discover more about our wellbeing survey today!
Lockdown is easing, we’ve entered a new financial year and fingers crossed we’ll even get some sunshine! There’s a lot of change happening in the workplace too, which puts pressure on organisations and all their stakeholders. As we start to move into what people once again are calling “The new normal”, it might be time to think about the future of work and what this might look like for your business, your people and company culture.
HOW HAS THE PANDEMIC AFFECTED CULTURE?
It’s becoming a cliche to say that the pandemic has affected just about every aspect of our lives… but it has!
For those of you who are familiar with the Kubler Ross’ Change Curve (see our simplified version below) you’ll appreciate that your people will be experiencing different emotions as they progress through this monumental change. You may have people who are still in the ‘Denial’ phase while others have moved into ‘Acceptance’. Understanding where your people sit within the change curve is going to be vital for organisations to motivate their people during this period of uncertainty.
This change has been particularly evident in the workplace and has hugely affected employee wellbeing, productivity and company culture. The question is, what areas negatively impact company culture as we begin the phase of returning to work and easing back into office life?
Recent surveys show that 4 in 10 people diagnosed with mental health conditions have serious concerns about returning to the office. However, 30% of those without a formal diagnosis are also feeling anxious about their return to work. This is a significant proportion of the workforce. It could create tensions and stress for your team if incorrectly managed.
TESTING & DISTANCING
Those who need to be at particular locations are getting used to a new way of working as well, with tests and distancing marking their daily routines. These are also elements that are likely to be a reality for those with more office-based jobs as we start to return to a new normal. These measures are likely to increase stress and disruption to the daily lives of employees. This needn’t be a death knell for your company culture! Increasing flexibility when it comes to timing and hours will help to alleviate this, as well as clear communication of processes and expectations so that your whole team is on the same page.
HEALTH & SAFETY AND VACCINATIONS
It’s important to remember that once the pandemic is over, Covid won’t be gone forever. NHS datashows that 1 in 5 people who had the novel coronavirus had symptoms lasting for more than 5 weeks, and 1 in 10 had symptoms lasting for more than 12 weeks. Health concerns and worries about safely travelling to and from work, and indeed within the workplace are likely to cause stress and even tensions within the workplace.
Recent polling suggests that nearly half of managers would support mandatory vaccination to return to the office. A US survey of office workers showed that 70% wanted everyone to be vaccinated before returning to the office. With these topics being divisive and emotionally fraught, tensions between managers and teams could be inevitable. To avoid this, it’s key for leaders and HR teams to create guidance and reassurance that help everyone feel safe and welcome within the workplace.
More and more employees are demanding a voice. This can be seen in moves to unionise in organisations across the USA, notably Amazon. But even on a smaller scale, we believe that employees are increasingly wanting and demanding two-way communication in the workplace. Our customer data highlights that since the beginning of the pandemic, we’ve witnessed a trend in respondents sharing increased emotional detail into their wellbeing and mental health. We have seen a sustained increase in the length of the feedback too. Put simply, people need to share how they are feeling.
We believe that this emotional honesty and openness will be something that remains a part of workplace culture for at least as long as the uncertainty around the coronavirus remains, and potentially longer. We recommend ensuring that your employees have the time, space and tools to communicate their needs to their managers and leaders.
ALWAYS ON CULTURE
One of the biggest challenges of working from home has been maintaining a work-life balance. Meetings have been longer, chats more frequent, and more emails have been sent than ever before. Pre-pandemic studiesshowed that working from home had a range of negative impacts such as intensifying work, creating interference between work and home life, and increased working hours. These were also linked to negative health impacts in the long run. As more and more people feel like they need to be replying to emails and work requests at all times of the day and night, stress and burnout are likely to be increasing burdens on your team.
Polling shows that most people don’t want to return to the office full-time. However, tech giants Google warns hybrid working could hinder its culture, “As we prepare to return our workforce in more locations back to the office in 2021, we may experience increased costs as we prepare our facilities for a safe return to work environments and experiment with hybrid work models, in addition to potential effects on our ability to compete effectively and maintain our corporate culture.”
At The Happiness Index, we understand that hybrid working opens challenges but we also encourage businesses to be creative and progressive. We believe that a flexible schedule, with only a few days a week in the office, is possible with the right communication and transparency between leadership and the wider team. Company culture can be hard to get right, but there aren’t any absolutes. With the right approach, background and listening – there’s no reason hybrid working and company culture shouldn’t be able to coexist.
Workplace flexibility is the area of change that is here to stay. With many parents having enjoyed more time with their children and people getting used to seeing their families, increased flexibility will likely be the norm. Spain is trialling a 4-day work week, with questions about whether this will stick post-pandemic. Data shows that this kind of flexibility actually increases productivity, and so we predict that these kinds of changes will be increasingly popular.
Presenteeism is already a huge drain on the economy, last year Vitality data suggested the UK lost £92 billion to ineffective working due to presenteeism. Remote work could potentially further impact the effects of presenteeism. The key for organisations in terms of staying on top of this issue is to be aware of when people are struggling, which is harder when people are working remotely or in a hybrid model. In these cases, tools that facilitate listening will be particularly important.
Over the last year, we have gone through a sustained period of national trauma. Not only this, but many people have lost loved ones in brutal ways without their normal support networks and behaviours. Data published in The Lancet suggests that one in three survivors of severe Covid are diagnosed with a mental health condition.
Mental Health has been reaching epidemic levels around the world, and thelatest datashows that this is only set to worsen. In the UK alone, referrals to mental health services increased by 28% during the pandemic. Before the pandemic, the UK was losing as many as70 million workdays to mental health costing employers around £24 billion. With the rise in mental health referrals, this is only set to increase. This could have devastating effects on your workplace and culture.
Even pre-Pandemic, burnout was a serious problem in the workplace. However, recent research by Microsoft shows that 57% of employees are feeling overworked and 47% are “exhausted”. These levels of stress and unmanageable workloads will have an impact on levels of burnout that were already high. This may have serious repercussions on workplaces and organisations as they struggle to keep up. Ensuring you understand workloads, and how your team is feeling about the amount of work they have on, will be key to maintaining a healthy workplace and company culture.
HOW WILL THE PANDEMIC IMPACT YOUR WORKPLACE CULTURE?
Of course, all of these predictions are based on generalised assumptions. They may not all impact your workplace in the same ways or to the same extent. This is because culture is unique to the organisation, and to the individuals who make up your team – it’s essentially the company’s personality! These issues will likely affect some if not all of your team. The best way to ensure your culture reflects the needs and values of your people is simply to talk to them about it.
At The Happiness Index, we see this time as a golden opportunity to reimagine what your workplace and culture is going to look like moving forward. While this will need to be led by creative and out of the box thinking from your leadership team, the best way to approach wide-scale change is in consultation with your wider team.
This is where our future of work survey comes in – by talking to your people and understanding how their values, situations and needs have changed during the pandemic, you will gather key insight around returning to work and how the pandemic has affected them. This will empower you to create action plans and strategies to ease the process for them, boost staff wellbeing and create a thriving culture!
Click below to discover more about the Future of Work Survey:
The Happiness Index (THI) talks a lot about Employee Engagement… but what does it actually mean? Well, as ever with things that relate to humans, there is no absolute and single definition. We know that happiness means different things to different people, and the same is definitely true of employee engagement.
THI has an Employee Engagement framework that is underpinned by neuroscience and our experience building happy, engaged cultures all around the world. But our understanding of Employee Engagement can differ quite a lot from how other people define or use the term.
HOW THE TERM EMPLOYEE ENGAGEMENT WAS COINED
Bill Kahn is an organisational psychologist, and a professor of Management and Organisation, teaching, writing and consulting out of Boston University in the US. His main area of study is people and their relationships, particularly in a work context. Bill is clearly very good at what he does, but his involvement in the history of Employee Engagement was almost accidental.
Bill wrote his doctoral thesis on Personal Engagement. He developed a theory around what it meant for someone, in a work role, to be as alive, present and fully authentic as possible, a state he called Personally Engaged. He laid out his ideas about what allowed someone to be fully engaged, or the opposite, disengaged.
The way that Personal Engagement was conceptualised and theorised was originally very personal. It’s right there in the name. Bill was looking at whether individuals could be themselves, express themselves, and ultimately perform, in a way that wouldn’t see reprisals. He feels strongly that it was about individuals expanding into their space, being revealed to others, and thereby being connected to things that are happening around them.
WHY IS PERSONAL ENGAGEMENT SO GREAT?
Bill believes that people can’t just lose themselves in a job that they feel really connected and engaged with, but actually find themselves in it. He believes that we can really find out more about who we are as people and what we can achieve in roles, when we’re given the opportunity to, and find an organisation with which we can really connect.
When we look at Personal Engagement, it’s really about the relationships between people – it’s about really great managers and leaders, and the way they interact. It’s about putting people and relationships under the microscope and thinking about the ways that humans can flourish.
THE DIFFERENCES BETWEEN EMPLOYEE ENGAGEMENT & PERSONAL ENGAGEMENT
Employee Engagement on the other hand is far less focused on the individual and how they learn, grow and thrive. It’s focused on what the employee can do for their company. Specifically, how can employees be as engaged as possible in their work so they help the business achieve its goals?
There are some overlaps in terminology and aspects of Employee Engagement and Personal Engagement. For example, both look at how companies can help their employees find meaning and purpose in their work. But the purpose behind doing this is fundamentally different.
Bill thinks of Employee Engagement as almost an oxymoron. That these two ideas are almost diametrically opposed: if you’re looking at engagement, the fact that someone is an employee isn’t important; and conversely, if you’re looking at Employees, then their engagement is just a fancy word or hook to make people believe you have their personal interests at heart.
Ultimately, we’re going to keep using the term Employee Engagement. It’s industry standard, and it’s what people know and expect when it comes to Happiness in the workplace. But we also feel strongly that the way Employee Engagement is defined and the ways the framework is used should be changed. We have a different way of doing it at The Happiness Index…
BALANCING HAPPINESS & ENGAGEMENT
With the right balance of engagement and happiness, your organisation will achieve a thriving culture. In our Cultural Assessment model, we balance happiness and engagement, using neuroscience. Happiness relates to the Instinctive and Emotional parts of our brain. The Instinctive area of the brain deals with factors like Safety and Freedom. The Emotional area of the brain focuses on the factors of Relationships and Acknowledgment. On the other hand Engagement links to the Reflective and Rational parts of the brain. Our Reflective brain looks at factors such as Meaning and Purpose and Personal Growth. The Rational part of our brains deals with Clarity and Enablement.
When businesses understand how to measure the happiness and engagement of their people, and create action plans to improve both areas – they will reap the rewards of a happy, engaged and highly driven workforce. The healthy balance sheet will follow soon after!
LISTEN TO BILL KAHN
If you’d prefer to hear this from the man himself, then look no further! Click the button below and hear Bill’s thoughts on employee engagement as he chats with our Head of Global Happiness, Matt:
In this webinar for Aging 2.0 in the UK, John Fitzgerald shared his shared his 3-Dimensional approach that rewards those who are willing to relearn, reskill and reposition to meet changing demands as we age.
He says “The rules for career and life success have changed forever. Loyalty and hard work were once rewarded with an incremental pension that would ensure a secure retirement. What is required now is to maintain lifelong employability and a purpose as we age. Work has changed into ‘something to do’ rather than ‘some place to go’ as we can all work from home as much or as little as we like”.
There are two types of people I know going through this Longest Lockdown Saga.
Person 1- I see two people in my town walking every day, they have lost kilos in weight, they used to go to the pub every other night. Since lockdown, they have made a choice to become healthier and fitter. They have gained greater self-esteem and I can see the pride they feel when we stop and have a chat. For them, lockdown is an opportunity to change lifetime habits
Person 2- I was coaching a leader today and we spoke about how one of their team is spiraling out of control, they are out on stress leave, they are not able to cope with working from home. The stress of taking on a new role in combination with working remotely has taken it’s toll. They need help.
I am sharing my daughter Sarah’s behaviour hack she has on her phone. She has started driving, has her L Plates Up and doing the Leaving Cert in June. She is busy learning and has a clear purpose.
Now think about the work you are doing today?
Imagine yourself at the end of your life looking back:
– what aspect of this work would still seem meaningful?
– what would you wish you worried less about?
– how would you wish you would have approached this work?
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