Leveraging Well-Being to Create a World Class Culture with Rosie Ward, PhD

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LEVERAGING WELL-BEING TO CREATE A WORLD-CLASS CULTURE HP Live March 1, 2013

Rosie Ward, Ph.D., MPH, MCHES, Certified Intrinsic Coach®

Health Management Services Manager, RJF

MARSH & McLENNAN AGENCY LLC 1 February 22, 2013

WHAT WE PERCEIVE AS “WELLNESS”

Healthy Weight Eating Fruits

Normal Blood Pressure

Non-Smoker Normal Glucose

Normal Cholesterol

Eating Vegetables

Physically Active

Getting Enough Sleep

Low Fat, High Fiber Diet Wear Seatbelts

Use Sunscreen

Use alcohol in moderation

Manage Stress

Regular Preventive Care Low Number of Sick Days

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MARSH & McLENNAN AGENCY LLC 2 February 22, 2013

WHEN EMPLOYEES FEEL “UN-WELL”

Company Doesn’t Care

Too much to do

Co-workers Don’t Care

No time for me

Don’t like what I’m doing

OVERWHELMED

Unrealistic Company Demands

Pulled in too many directions at work &

home

Feel Trapped in my job

Worried about layoffs

All work and no play

Not enough resources

Section 1

WHY CULTURE MATTERS The Link to Well-Being

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MARSH & McLENNAN AGENCY LLC

ORGANIZATIONAL CULTURE


CULTURE IS CRITICAL!!!

• Employee engagement scores haven’t improved much after

years of effort ; Culture is the differentiator and what is

missing.

• If a culture works, everything works better.

- (200 companies) “Positive” cultures grew average of 682%

over 11 year study period compared to 166% for “Weak”

cultures.

- 2001 Field Study (UCLA): Departments behaving most

consistently with company’s desired culture perform better

financially than those without cultural buy-in.

5 Source: Adrian Gostick & Chester Elton, All In: How the Best

Managers Create a Culture of Belief and Drive Big Results (2012)

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“Culture eats strategy for breakfast, operational

excellence for lunch, and everything else for dinner!”

~Peter Drucker


4 KEYS TO A WORLD-CLASS CULTURE

• Trust: employees and management

operate with the utmost integrity

• Respect: employees and management feel

valued

• Effective Communication: clarity of vision,

purposeful listening and meaningful

messaging

• Meaningful Relationships: employees and

management view each other as valued

partners

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INDIVIDUAL WELL-BEING

5 Universal, Interconnected

Elements:

• Career Well-Being

• Social Well-Being

• Financial Well-Being

• Physical Well-Being

• Community Well-Being


WELL-BEING CONSIDERATIONS

• 66% of people thriving in 2 areas.

– Only 7% of people thriving in all 5 areas.

• Struggling/Suffering people have 2x

higher new medical costs due to disease

burden (2008-2009) compared to those

who are Thriving.

• People with high quality friendships at

work are 7x as likely to be engaged in

their work.

Source: Rath & Harter (2010), The Economics of Wellbeing

• 70-100 = Thriving

• 40-69 = Struggling

• <40 = Suffering

http://www.amazon.com/gp/product/images/1595620400/sr=8-2/qid=1267465893/ref=dp_image_0?ie=UTF8&n=283155&s=books&qid=1267465893&sr=8-2

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LIFE EVALUATION & MEDICAL CLAIMS

Source: Gallup-Healthways Well-Being Index Community Survey and Wellmark Corporate Survey (2008)

Thriving Average 20% Lower

Medical Costs

Struggling

7.0

4.0

Suffering Average 50% Higher

Medical Cost


THE REALITIES OF WORKPLACE STRESS IN AMERICA

• 39% of adults report increased stress over past year; 44% report increased stress over past 5 years. (APA, Jan. 2012) - Main sources of stress: Money (75%) , Work (70%)

• 80% of workers feel stress on the job. (American Institute of Stress, 2011)

• Workplace stress is as bad for the heart as smoking & high cholesterol. (JAMA, Oct. 2007)

• 90% of all visits to primary care doctors are related to stress. (JOEM, Oct. 1998)

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MARSH & McLENNAN AGENCY LLC Source: American Psychological Association (APA), Psychologically Healthy Workplace Program (PWHP)

COMPONENTS OF A PSYCHOLOGICALLY HEALTHY

WORKPLACE

Communication

Work-Life Balance

Employee Involvement

Health & Safety

Employee Recognition

Employee Growth &

Development

Employee Well-Being

Organizational Functioning

COMPONENTS OF A PSYCHOLOGICALLY HEALTHY WORKPLACE


Source: American Psychological Association (APA), Psychologically Healthy Workplace Program (PWHP); APA’s 2012 Work Stress Survey

BENEFITS OF A PSYCHOLOGICALLY HEALTHY WORKPLACE

BENEFITS OF A PSYCHOLOGICALLY HEALTHY WORKPLACE

0%

10%

20%

30%

40%

50%

60%

70%

80%

EE Turnover EEs Reporting

Chronic Work Stress

EEs Intending to

Seek EmploymentElsewhere

EEs Who Would

Recommend asGood Place to Work

EE Satisfaction

U.S. Average 2012 PHWA Winners

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A CULTURE OF BELIEF: Exponential Engagement

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Engaged

Enabled

Energized

A work environment that supports productivity & performance

Attachment to the company & willingness to

give extra effort

Individual physical, social

& emotional well-being at

work

Source: Adrian Gostick & Chester Elton, All In: How the Best Managers Create a Culture of Belief and Drive Big Results (2012)


COMPETITIVE ADVANTAGE OF E + E + E

9.9%

14.3%

27.4%

Companieswith Low

Engagement

Companieswith High

Engagement

Companieswith HighLevels ofE+E+E

Operating Margin



3x Higher

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LESSONS FROM ZAPPOS!

• Focus on company culture as

the #1 priority!

- Culture dedicated to EE empowerment

& delivering happiness through satisfied

customers and valued workforce

• Help employees grow personally and

professionally


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Section 2

CAREER WELL-BEING The Trump Card for Success


WHAT IS BEING ASSESSED?

1. Would you describe your work as monotonous?

2. How satisfied are you with your job?

3. How tense or anxious have you been in the past

week?

These three questions are part of a screening that is more

than 80% accurate at predicting what?

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ENGAGEMENT CONTINUUM



Enrolled

Exponentially Engaged


ENGAGEMENT & PHYSICAL HEALTH

Source: Crabtree, Gallup Management Journal (2005)

22%

54%

23%

Engaged Not Engaged Actively Disengaged

39% 30%

30%

62%

12%

25%

2% 1% 1%

Effect of Work Life on Health

ENGAGEMENT & PHYSICAL HEALTH

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DISENGAGEMENT & MENTAL WELL-BEING

4.6%

6.4% 6%

7.6%8.8%

10.4%

Engaged Not Engaged Actively Disengaged

% Dx with Depression Over the Next Year

% Dx with Anxiety Over the Next Year

Source: Robison, Gallup Management Journal (2010)

1.7x Increase for Disengaged EEs compared to Engaged EEs


IMPACT OF A NEGATIVE WORK ENVIRONMENT

• Elements of negative work environment: – Dissatisfaction with job

– Authoritative rather than collaborative leadership

– Lack of trust and openness at work

– Lack of focus on individual strengths

• Employers eliminating even just ONE of these negative factors will see one of the greatest improvements in well-being and return on employee investment

Source: Gallup-Healthways Well-Being Index – Oct. 2008 Results

IMPACT OF A NEGATIVE WORK ENVIRONMENT

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SUPPORTING CAREER WELL-BEING

• Comprehensive Leadership Development Plan

- Long-Term (shifting thinking / communication) and Day-

to-Day tactical (feedback, recognition, safety, well-being,

company vision in practice, etc.)

- Current AND Future leaders

• Clearly defined Talent Management philosophy

• Clearly defined Career Ladders

• Meaningful Employee Recognition


Section 3

DEVELOPING LEADERS A Critical Component to Career Well-Being

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LEADERSHIP CREATES CULTURE

50-70% of employee’s

perception of the

organization’s climate

can be traced to the

actions of the leaders.

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Sources: Consortium for Research on Emotional Intelligence in Organizations (2001); Adrian Gostick & Chester Elton, All In: How the Best Managers Create a Culture of Belief

and Drive Big Results (2012)


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LEADERS’ ROLE IN WELL-BEING

• 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

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

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• Only 29% of employees believe management cares about them developing their skills.

• Only 42% believe management cares about them at all.

• Creating credibility and trust requires showing “I care” and mean it.

• Sustainable culture change requires shifting thinking.

Source: Stephen M. R. Covey, The Speed of Trust; Senn Delaney consulting

ENGAGEMENT / WELL-BEING REQUIRES A SHIFT IN THINKING


WHY DON’T WE ACT IN OUR OWN BEST INTEREST?

“Leaders don’t have time for the future because they’re too

busy with the present.” ~ Muhammad Yunus

“To transform the world, we must first transform ourselves.”

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Source: Tony Schwartz, “Why Don’t We Act in Our Own Best Interest?”, Harvard Business Review (Jan. 2012)

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BRAINS ARE LIKE RW CDS

“Scientists estimate that the average person has

50,000 to 60,000 thoughts a day. 90% of those are

repetitive. 85% of the repetitive thoughts are

negative. If leaders have approximately 45,900

negative thoughts a day, and, their followers are doing

the same, the most important skill that leaders can

develop is training the mind to lead.”

–~Suzanne Kryder, Ph.D. (www.themindtolead.com)


IT ALL COMES DOWN TO LEADERSHIP…

Organizational Effectiveness & Health Determined by:

• Who leaders are BEING, not what they’re doing.

• Cohesive leadership teams

• Leaders recognizing when their thinking isn’t serving

them

• Leaders being intentional vs. habitual in their thinking

and actions

• Leaders recognizing the importance for their ongoing

development.

31 Sources: The Arbinger Institute, Leadership and Self Deception (2010); Patrick Lencioni, The Advantage (2012

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ASSESS YOUR COMPANY’S CAREER WELL-BEING

• We conduct a culture survey at least every 2 years,

communicate the results and use it to target change and

improvement efforts.

• We already have or are working on establishing a high-trust

environment.

• We have a comprehensive leadership development plan that

includes current and future leaders.

• We have clearly defined career paths and talent management to

foster ongoing employee growth and development.

• We recognize and celebrate employee personal and

professional achievement in ways that are meaningful to them.

Section 4

SOCIAL WELL-BEING

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SOCIAL CONNECTEDNESS MATTERS!

• Higher levels of social

connectedness associated with:

– Lower blood pressure

– Lower obesity rates

– Lower risk of cancer and

diabetes

– Better immune responses

– Lower levels of stress hormones

Source: Uchino, et al. (1996). The relationship between social support and physiological processes: A review with emphasis on underlying mechanisms and implications for health. Psychological Bulletin, 119 (3), 488-531.


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RELATIONSHIP OF WORK AND SELF

Outcomes

Part 1 – Work Side

Part 2 – Self Side

Outcomes

Part 1 – Work Side

Part 2 Self Side

Source: Byrum, Ph.D. / Judgment Index™

RELATIONSHIP OF WORK AND SELF

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REASONS EMPLOYEES LEAVE

1. The job/workplace was not as expected

2. Mismatch between job and person

3. Too little coaching and feedback

4. Too few growth & advancement opportunities

5. Feeling devalued and unrecognized

6. Stress from overwork and work-life balance

7. Loss of trust & confidence in senior leaders.

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Source: Leigh Branham, “The 7 Hidden Reasons Employees Leave” (2005)


WORK-LIFE BALANCE

• Summer Hours

• Telecommuting

• Job Sharing

• Unlimited PTO

• Network “Shutdown”

• ROWE

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OTHER SOCIAL WELL-BEING SUPPORT EXAMPLES

• Parenting Classes / Parenting Network

• Elder Care Classes

• Adoption Assistance

• Social Support Networks

• Onsite Childcare

• Work-Life Reimbursements

• Personal Day Purchase Program

• Welcome Atmosphere for Children & Dogs

• Hobby/Interest Clubs


HEALTH ADVOCATE™

• Highly trained personal health advocate – Finding a provider; making appt. with hard-to-reach

specialists

– Helps members understand their benefits and how to access care; helps resolve billing disputes.

– Elder care needs.

– Health Cost Estimator™

• Eligible population: EE, spouse, parents, in-laws

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FAMILY WELLNESS RESOURCES


Section 5

FINANCIAL WELL-BEING

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THE IMPACT OF FINANCIAL WELL-BEING

• Low Financial WB can lead to stress, anxiety,

insomnia, headaches and depression.

– Financial Security has nearly 3x the impact of income

alone on overall well-being.

– Only 6% of EEs strongly agree their organization does

things to help them manage their finances more

effectively.



RESOURCE EXAMPLES

• Financial Planning, Budgeting, Counseling Resources

• Employee Welfare Fund

• Emergency Loan Fund

• Interest-Free Computer Loan

• Payroll Deduction to pay overtime:

– Weight Watchers

– Fitness Classes

– Etc.

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Section 6

PHYSICAL / EMOTIONAL WELL-BEING


Vs.

“ENERGY MANAGEMENT”

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SUPPORTING EMOTIONAL WELL-BEING

• Holistic Stress-Management (Brian Luke Seaward) – www.brianlukeseaward.net

• Resiliency-Building Resources / Shifting Thinking Patterns:

– John Weaver, PsyD / Healthy Thinking Program (www.preventingdepression.com)

– Intrinsic Coaching® (www.intrinsiccoach.com or www.isintl.com)

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HEARTMATH®

www.heartmath.org

• Stress & Well-Being

Survey™

– Physical Vitality

– Emotional Vitality

– Social Connectedness

– Spiritual Connectedness

– Overall Well-Being

http://www.preventingdepression.com/

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LEVERAGE EAP RESOURCES

• Provide QUALITY EAP:

– Training for managers

– Training for EEs

– In-person visits

– Reinforce regularly (topic specific)

• Training/consistency for EAP referrals


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ENVIRONMENT SUPPORTS PHYSICAL WELL-BEING

• Environment Critical – need to make better choices EASIER for people!

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Section 7

COMMUNITY WELL-BEING


THE IMPACT OF COMMUNITY WELL-BEING


• People thriving in career well-being) are 20-30% more likely to give back to their community.

• Physical Well-being Benefits of Volunteering (100 or more hours per year): – Greater longevity – Higher functional ability – Lower rates of depression – Less incidence of heart disease

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RESOURCE EXAMPLES

• Volunteer:

– PTO Policy for volunteering

– Company-wide charitable giving & volunteering

– Volunteer match; reimbursement of charitable fitness events

– Charity Miles (www.charitymiles.org)

• Sustainability:

– Green building (energy policies, building design)

– Recycling

– Bike / Carpool to work programs

• Feeling Safe Where You Live


Section 8

PUTTING CONCEPTS INTO ACTION The Journey Towards World-Class

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SHIFTING FROM BEHAVIOR CHANGE TO CULTURE

“Behavior change is really the mantra of wellness,

but if a person achieves a lifestyle behavior change,

only to return to the same unhealthy environment,

what can we expect will happen? We set up

wellness for failure if we don’t work on improving

the environment and culture before we work on

individual behavior change.”

(Dee Edington, Ph.D., The Art of Health Promotion, Sept./Oct. 2012)

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MOVING BEYOND “WELLNESS PROGRAMS”

• Position Well-Being as a

BENEFIT of employment

• Support Better THINKING

through Intrinsic Coaching®

development and services

• Strengthen Career Well-Being

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PUTTING “ROI” INTO PERSPECTIVE

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LESSONS FROM AWARD-WINNING ORGANIZATIONS

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ASSESS YOUR COMPANY’S OVERALL WELL-BEING

• We provide quality support and resources for employees in the

areas of well-being employees where they are most wanting

support.

• We provide equal support and resources in all areas of well-being.

• Well-being is positioned as a BENEFIT of employment and/or

communication platform and is part of the company identity,

including consistent and clear communication practices.

• Our workplace environment and policies support total well-being.

• Total Well-Being is a critical component of creating our desired

culture.


WRAP-UP

• Based on what you’ve learned today what is beginning

to open up for you that might impact the well-being of

your organization?

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CONTACT INFORMATION

Rosie Ward, Ph.D., MPH, MCHES, Certified Intrinsic Coach®, Certified Valuations Specialist

Health Management Services Manager

RJF, a Marsh & McLennan Agency LLC company

[email protected], (763) 548-8861

www.rjfagencies.com

www.DrRosieWard.com

© Copyright 2013. RJF, a Marsh & McLennan Agency LLC company. All Rights Reserved.

The content provided in this presentation is proprietary and confidential and not for distribution without written consent from MMA.

mailto:[email protected]

http://www.rjfagencies.com/

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Leveraging Well-Being to Create a World Class Culture with Rosie Ward, PhD