If you want to create a culture that is thriving and flourishing, you need to work on both Leadership AND Wellbeing together.

Since the Global Financial Crisis, there has been a steady increase in stress, bullying and harassment claims in Australia and New Zealand.

Leaders and Managers have been tasked with driving productivity and performance which is only possible if employees are held accountable. Future leaders need to be highly agile and able to deal with the highly volatile and uncertain world that is rapidly changing. This requires an ability to drive performance and also a thriving culture over the long-term. However, if managers are not properly trained, this process can leave employees feeling increasingly stressed and sometimes bullied or harassed.

Many organisations have responded by establishing Wellbeing programs that include gym memberships, fruit bowls, massages and the more sophisticated programs including psychological resilience and mindfulness training. The problem with this approach is that it doesn’t deal with the true cause of the problem.

Leaders and Managers play a crucial role in creating the right environment for their people to flourish. If their approach is too heavy-handed they get compliance rather than commitment; too soft and they find it difficult to drive productivity. Leaders need to learn how to simultaneously drive better business performance through creating a culture of wellbeing.

The PeopleScape Approach

At PeopleScape we have built a program of activities designed around a 360-degree assessment tool called the PeopleScape Leading for Performance and Wellbeing Survey. This development program is designed to analyse and increase seven key characteristics that have been proven to produce sustainable performance by increasing trust and wellbeing.

1. Build Capability & Accountability—encouraging and empowering the individual and team capability through delegation and coaching
2. Have Purpose & Direction—helping team members understand the purpose of what they do and where they are going
3. Are Emotionally Adaptive—showing resilience, optimism, emotional awareness and emotional flexibility
4. Are Consistent—ensuring messages are consistent and match the leader’s behaviour so they can lead by example,  to motivate and engage their team
5. Are Supportive—attending to the individual needs of all team members, including emotionally
6. Are Authentic & Genuine—being transparent, honest and ‘walking the talk’
7. Engender Trust—all of the above characteristics are dependent on the ability of leaders to demonstrate and engender trust with team members. Trust is built through a leader’s demonstration of three factors— credibility, reliability and intimacy—and is moderated by self-orientation

Contact PeopleScape today to discuss a Leading for Performance and Wellbeing program today.

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