
This blog is a part of our Ask Mind Share Partners series.
A question we often hear from executives and managers is, ”If we focus on well-being too much, will our team’s performance suffer?” This concern, while understandable, stems from a common misconception: that well-being and productivity are in opposition..
Below, Michael Davis, Lead Principal of Sales at Mind Share Partners, weighs in on this topic.
Understand that well-being and performance is not an either/or.
Well-being is closely linked with health and productivity levels—workers in good physical, mental, and emotional health are more likely to perform better than those who are not.
The hustle and grind mentality has long been indoctrinated into the way American organizations think about productivity. But research shows that productivity decreases when working excessive hours and can contribute to burnout. As managers and leaders, you can support a struggling team member, while maintaining performance expectations.
Let’s say that you start to notice that one of your team members is missing deadlines and is quieter in group meetings than normal. You can approach a conversation with your colleague with curiosity and compassion, while maintaining boundaries. You can start the conversation with an observation followed by an open-ended question. For instance, “I’ve noticed you’ve been quieter than usual and missed some deadlines. It might be nothing, but I want to check in–how are you?” You can reassure them that you are committed to their success and that it’s okay to experience challenges.
Then, get curious to understand what’s impacting their performance and what kind of support would be helpful, while being clear on specific expectations that need to be met. For example, you can say, “We need to meet these deadlines to continue achieving our goals as a team. What does support look like so we can achieve this?”
Clarify expectations and collaborate on solutions.
Often, one of the things that can really support someone's mental health the most is clarifying tasks, timelines, and what to prioritize. Many managers are not as clear as they need to be with their team members. This lack of clarity around responsibilities and priorities can drive some of the challenges or cause stress on top of whatever else is going on at the time. Getting on the same page can make all the difference.
Then, create a plan with your team member. You can create safety and show support by sharing things that have helped you overcome similar challenges at work. Listen to your team member, and get their input on what would help them to meet their performance goals. You can brainstorm ways to adapt how someone is working or partner with your people team, if necessary, to offer accommodations, while maintaining performance expectations.
Use the ICARE framework to create ongoing conversations.
Leaders and managers should aim to create relationships of safety and support that enable ongoing conversations about growth, improvement, and well-being. Some conversations may lean more into well-being and others into performance, with the goal of long-term growth and support. At Mind Share Partners, we use what’s called the ICARE framework to help managers and leaders engage in compassionate, workplace compliant conversations.
The “I” stands for setting intentions for the conversation. The “C” means to get curious rather than judgmental. The “A” focuses on actively listening–an area most managers don’t spend enough time on. The “R” refers to sharing resources and collaboratively brainstorming solutions. Finally, the “E” refers to ending with next steps, such as who is doing what, and when you will follow up.
Prioritizing well-being and productivity go hand-in-hand. Supporting your employees’ well-being enhances productivity. Enhanced productivity and impact fosters well-being and success for both your employees and your organization.
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