Written by CultureCon Guest Blogger Alexia Georghiou
There has been a movement of wellness that has brought healthcare initiatives in organizations. Many places of work have implemented incentives for employees who focus on their physical well-being. Workout equipment has popped up, with standing stations to work. Recently, burnout was shared as an epidemic. With the COVID19 pandemic, it is time to begin developing onsite self-care strategies. Whether we are in the office, or joining virtually, there are stressors leading to the burnout that so many have recently experienced.
“Burnout is caused by chronic stress, not stressors, the Nagoskis say in their book, “Burnout: The Secret to Unlocking the Stress Cycle."It’s important to differentiate the two. Stressors are external: to-do lists, financial problems or anxiety about the future. Stress, on the other hand, “is the neurological and physiological shift that happens in your body when you encounter [stressors).” We all have stressors in life, and they have been profound with the challenges the COVID19 pandemic has brought forth. How are we responding to these stressors? A larger question to ask, ‘is it the leader’s responsibility to foster self-care at work to address this burnout epidemic?”
Experts in culture development in organizations exemplify how putting employee happiness in the forefront benefits the clients they serve as well as investors. Fostering companionate love at work among teams with relational management is key to building a team that will thrive in times of stress. Companionate love at work has benefits, including increased engagement, productivity with reduced absenteeism in front line staff.
Imagine finding our work environment a place we want to join daily, and miss when we find ourselves working virtually, or off-site. Now think of the components that make that a reality. None of us have arrived here as a place of work where well-being is at the forefront.
The 2020 World Happiness Report found social environment being key to life satisfaction studying 2 groups: “The fortunate group has one or more friends or relatives available for intimate discussions and has weekly or more frequent social meetings. The unfortunate group has neither of these forms of social support. We know that those with more supportive personal social connections and activity are more satisfied with their lives.”
With our work cultures becoming increasingly remote, how can we foster conditions for a ‘fortunate group at work?’ This question is key to our success as we move through this pandemic to the other side where we will define this new normal. Let’s all begin with awareness of what is happening all around the world. We have social distanced, experiencing a level of disconnect that is unprecedented. When we form community at work, we will see the new normal of working smart and not so hard. All of us can identify with being engaged and productive when we love what we do, feel heard, and a sense of belonging. When we think back on 2020, let it be the year that onsite self-care strategies became our banner at work.
About the author:
Alexia Georghiou, founder and Organizational Management Consultant of The Resilient Pathway, is a consultant with 25 years of experience teaching healthy cultural & social norms to individuals, groups, & families with well-being tools, fostering wholeness in communities. Specialist with communication, problem solving & conflict resolution training, evidenced by the ability of families worked with to mend relationships and meet life goals. She has executed communication strategies with payers, resulting in retention of clients for mental health providers; 30% above the industry standard. She has a passion to foster wellness in individuals, teams & organizations through effective change management strategies. Certified in Leadership & Management with a thorough understanding how management techniques impact human behavior, positively affecting employee engagement, productivity, & organizational bottom line earnings.