Wellbeing as a shared leadership responsibility
How many times have you heard the words: ‘This year has been incredibly difficult’ or ‘I don’t know how much more of this I can take’ in the past few months?
You’re not alone.
The COVID-19 pandemic has put tremendous pressure on people and businesses, making the workplace a more complex and demanding environment than ever before. The cumulative effect of uncertainty and emotional pressure has led to increasing burnouts and breakdowns in businesses.
The 2020 Deloitte Human Capital Trends report placed wellbeing as the #1 trend globally and #2 in the Middle East. Surprisingly, it also showed that the majority of companies hold HR professionals accountable for employees wellbeing. But how can HR managers ensure people’s wellbeing is a number one priority when so many people are at breaking point, feeling isolated or going through personal challenges? And most importantly, how can HR managers create positive impact when many companies cut costs related to employees’ wellbeing and mental health as their first line of unnecessary costs?
The answer is they can’t do it alone!
Wellbeing should be a shared responsibility of the company, which starts with creating a culture of empathy, emotional intelligence and compassion. It requires emotionally intelligent leaders that can stretch their teams professionally and create supportive team environments built on trust and vulnerability. It relies on the premise that your leaders themselves are taking care of their personal wellbeing. Countless studies show that unhappy, demotivated and aggressive leaders create equally demotivated and unhappy teams. So, ensuring your leadership team is operating from their highest point of contribution, will have a powerful impact on your team’s overall performance and wellbeing.
Our Leadership Coach, Ghada Tohamy, talks about her experience coaching leaders and the impact it can have on their team’s wellbeing and performance.