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WORKSHOP AT 2010 HOUSTON WELLNESS ASSOCIATION. Designed to be used with self-assessment handout. OBJECTIVES 1) Understand the three main paths of the ripple effect (healthy role model, job design, heart-centered leadership) 2) Review research supporting the ripple effect 3) Review and/or take self-assessments that pertain to each path 4) Re-assess personal legacy and personal influence on the ripple effect
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The Ripple Effect: The Role of Leadership & Management
in Workplace Health
FacilitatorDr. Joel B. BennettOrganizational Wellness & Learning Systems
© 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
2010 WELLNESS SYMPOSIUMStrategies for Companies &Communities to Impact Health in A Changing Economy
THE RIPPLE EFFECT OF A LEADER'S ENTHUSIASM AND OPTIMISM IS AWESOME.
- GENERAL COLIN POWELL
INTRODUCTION
Employees will tell you that
the number one driver of
their own health, stress, and
productivity is their
relationship with
their boss.
We need a program for
leaders who want to
improve/maintain this
relationship, their own
health, and enhance the
overall strength of their
workplace.
FREE ACCESS: http://207.32.116.96/owls/execuprev_2004/index.html
Key Quote
Executive health is not simply a personal issue; it has collective consequences for all members of any organization who depend upon the strength, experience, skills, and insights of its leaders…
One strong, healthy executive in a key organizational position can serve as a primary prevention agent for tens, hundreds, and even thousands of employees who serve under his or her wing. Therefore, the interests of the organization as well as its individual executives are served well by the preventive health management of its executive cadre.
(Quick et al., 2002; pp. 41-42)
Objectives
1. Understand the three main paths of the ripple effect (healthy role model, job design, heart-centered leadership)
2. Review research supporting the ripple effect3. Review and/or take self-assessments that
pertain to each path4. Re-assess personal legacy and personal
influence on the ripple effect
© 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
LeadWell~LiveWell
• Workplace managers and executives can present significant medical savings to an organization through three positive paths of influence:– (1) they provide supportive supervision and positive
leadership, a known health protective factor in the work environment;
– (2) they model heart healthy life-styles to associates (role modeling);
– (3) managers and executives make decisions about providing EAP/health promotion programs.
© 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
HUG YOUR BOSS: Special ATTENTION
• Managers have a unique set of needs for protecting against cardiovascular risk
• Programming should be suited to these needs
• Combine LEADERSHIP DEVELOPMENT with WELLNESS SUPPORT
© 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
How it Works
The Ripple Effect
© 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
https://www.execuprev.com/content/login.cfm
Ripple Effect Literature Review (Sample 1)
• Leader behavior impacts employee well-being (Gavin & Kelley, 1978; Gilbreath & Benson, 2004).
• Workers who felt treated fairly by their bosses have lower CVD risk up to 8 years later (Kivimäki et al., 2005).
• Inverse relationship between supportive behavior in immediate supervisors and employee ratings of burn-out (Constable & Russel, 1986; Russel, Altmaier, & Van Velzen, 1987; Burke, Shearer, & Deszca, 1984; Seltzer & Numerof, 1988).
• When leaders are perceived as concerned, honest, and consistent, their subordinates experience reduced stress (Alimo-Metcalfe and Alban-Metcalfe; 2003).
• Employees with emotionally abusive supervisors (e.g., ridicules, blames) have higher levels of depression, anxiety, and emotional exhaustion six months later (Tepper, 2000).
© 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
Ripple Effect Literature Review (Sample 2)
• Meta-analysis 73 studies, perceived organizational support (POS): fairness and supervisor supports have greatest relationship: “Employees with high POS generally…suffer fewer strain symptoms such as fatigue, burnout, anxiety, and headaches.” (Rhoades & Eisenberger, 2002)
• Longitudinal study of female hospital workers (doctors, nurses, administrative, and maintenance), 10 locations, managerial practices predicted sickness absence, minor psychiatric morbidity, health status 2 years later (Kivimäki, Elovainio, Vahtera, & Ferrie, 2003).
• Importantly, across these and other studies –no moderator effects for organizational type, suggesting that these effects do not vary by job level, industry, or intra-study site differences.
© 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
Ripple Effect is UNIVERSAL
Across these and other studies – no moderator effects for organizational type.
These effects do not vary by job level, industry, or intra-study
site differences.
Stress Affects Business Results but Little Action Taken12
Watson Wyatt “Staying@work” 2008 Study (n = 355 HR Directors; 1,000+ EE)
*Percent of respondents indicating “to a great extent” or “to a very great extent”
Long Hours, Doing More With Less
Ability of Managers to Recognize Stress
Manager Ability-Find Solutions for Stress
It is getting worse!
PATH 1
Healthy Role Modeling
PATH 1: Healthy Role Modeling
• Four Dimensions:– Physical (exercise, diet, symptom monitoring)– Emotional (stress, hostility)– Spiritual (big picture, sense of purpose)– Ethical (conscience, moral compass)
• Work-Life Balance• Use and describe how I benefit from the
wellness program
© 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
Strongly Disagree
(1)Disagree
(2)
In Between
(3)Agree
(4)Strongly Agree (5)
1. I feel guided by a higher purpose for my work or career. (S) 1 2 3 4 5
2. I am as healthy as anybody I know. (P) 1 2 3 4 5
3. I think about the “bigger picture” of where I-and this workplace-are going together. (S) 1 2 3 4 5
4. I am not bothered by headaches, tension, or irritability. (P) 1 2 3 4 5
5. I do what I think is right, rather than worry what other people will think about my decisions. (E) 1 2 3 4 5
6. I am more concerned about having a clear conscience than getting approval from staff and colleagues. (E)
1 2 3 4 5
7. I have not been angry because people have taken advantage of me. (Em) 1 2 3 4 5
8. The future looks promising for me in my position as a manager. (Em) 1 2 3 4 5
© 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
SURVEY 1 (DEEPER DIVE ON PATH 1)
S=Spiritual; P=Physical; E=Ethical; Em=Emotional
PATH 2
Work & Job Design
Path 2: DESIGN: Jobs + Wellness Programming
• ATTEND TO THE THREE LEGS OF THE STOOL
– Offer wellness programs
– Policies and environmental support
– Three main work conditions that significantly
influence cardiovascular disease
• JOB STRAIN (HIGH DEMAND + LOW CONTROL)
• EFFORT-REWARD IMBALANCE
• SUPERVISOR SUPPORTIVENESS
Both Work SETTING and LIFESTYLE
© 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
Strategic Elements of the Launch Pad
Individual Health
EnvironmentTeam/Support
Organization (Policy)
External Support& Community
Integration
© 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
Strategy Matrix for Wellness Planning
IndividualHealth
Environment/Team Support
Organizational (Policy )
CEO Engagement
External SupportCommunityIntegration
AwarenessCommunication
• HRA• Email • Newsletters
• Posters• Climate survey• Readiness survey
Wellness is written into policy; e.g., no-smoking
Needs assessment with CEO
1. Align with insurance (plan, carrier, broker)
2. Set-up cooperative or local initiative
3. Local agencies• Public health• SBDC• non-profit
4. Local healthcare provider
5. Engage Local wellness biz
6. Community participation (Run for the cure)
ActivityCampaigns
• Walking / pedometer• Weight Loss
• Team activities• Free access to
exercise• Walking club
• Wellness committee• Empower to develop own resources
CEO participates with the team; lead by example
ProgramEfforts
• Coach outreach• e-health • Physician links/SBIRT
• Social marketing• Team wellness• Classes• Social networking
• Incentives• Disincentives• Work-life policy
Annual culture survey part of manager performance
Behavior Change
• Coach follow-up• Evidence based practices
• Reward tie behvior• Design effort-rwrd balance; job strain
Integrate wellness into performance goals
CEO transparency: CEO demonstrates behavior change
Wellness Culture
• Include culture survey with every HRA
Cultural touch-points (see Judd Allen)
• Rituals/calendar• Wellness vision statement• Act on
1. Local CEO roundtable2. Support non-profits3. Host events/fund raisers4. Healthy leadership campaigns
© 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
Program is NOT AVAILABLE. If it were, I would have...
Program is AVAILABLE. I am…
NoInterest
Some Interest
StrongInterest
Not Active
Active Active and Encourage
others1. Programs that support or improve employee
physical fitness, diet, or nutrition -1 0 1 -1 2 3
2. Programs that aim to reduce employee tobacco use -1 0 1 -1 2 3
3. Educational programs that aim to help reduce employee stress and improve mental health -1 0 1 -1 2 3
4. Programs that help employees assess their personal level of health and well-being -1 0 1 -1 2 3
5. Programs that specifically focus on supporting or enhancing manager/executive health. -1 0 1 -1 2 3
6. Job design programs that reduce worker job strain. -1 0 1 -1 2 3
7. Job design programs that create a good balance between employee efforts and the rewards they receive. -1 0 1 -1 2 3
8. Programs that help managers support and encourage employee health and well-being -1 0 1 -1 2 3
© 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
SURVEY 1 (DEEPER DIVE ON PATH 2)
Range between -8 and +24 -8 to 0: Very Weak 0 to 6: Weak 6 to 10: Moderate 10 to 15: Strong
16 to 24: Very StrongItems 1 to 4: Lifestyle; Items 5 to 8: Work Support
PATH 3
Heart-Centered Leadership
Path 3: Heart-Centered Leadership
© 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
Heart-Centered Leadership
Dr. Joel Bennett ~ [email protected]
Heart-Centered Leadership
Cause
Calling
Destiny
Legacy
Wellness
Balance
Presence
Teamwork
Accounta-bility
Coping
Support
Strongly Disagree
(1)Disagree
(2)
In Between
(3)Agree
(4)
Strongly Agree
(5)1. Our manager consistently practices a
healthy lifestyle. 1 2 3 4 5
2. Our manager appears generally healthy (physically and emotionally). 1 2 3 4 5
3. Our manager is sensitive to our family and personal concerns. 1 2 3 4 5
4. Our manager inspires us to do our best work. 1 2 3 4 5
5. Our manager listens to our ideas and suggestions. 1 2 3 4 5
6. Our manager addresses problem situations and difficult employees in a timely manner.
1 2 3 4 5
7. Our manager understands the level of stress and works to reduce rather than add to our burden.
1 2 3 4 5
8. Our manager encourages poorly performing workers to get help. 1 2 3 4 5
© 2009; Organizational Wellness & Learning Systems, Inc.—www.organizationalwellness.com
SURVEY 3 (DEEPER DIVE ON PATH 3)
Joel B. Bennett, President Ashleigh Schwab, Project Director
Organizational Wellness & Learning Systems 3221 Collinsworth St., Suite 220 Fort Worth, Texas, 76107817.921.4260 office 817.845.2772 cell [email protected] www.organizationalwellness.com
Contact
ResourcePROTOTYPE: http://207.32.116.96/owls/execuprev_2004/index.htmlPROGRAM: www.execuprev.com