We read about it in the journals, we discuss it at conferences, and we talk at great lengths about the importance of it for wellness program success, yet the concept of a corporate culture of health still elude most of us.
In searching the literature for clarification and examples on the topic, I was amused by an article's title in the Boston Globe, "Corporate Culture of Health or Else!" Joanna Weiss' article goes on to discuss several hot topics in wellness programing today; incentives and personal responsibility.
And questioned whether she would jump on the elliptical machine even if money was at stake.
"Is it gentle nudging or coercion?" she questioned.
And, trust me, THAT's EXACTLY what your employees are asking themselves as well when your wellness offers aren't aligned with core VALUES.
And when the corporate values are not groomed, nurtured and expressed consistently, openly and honestly you will be hard pressed to find, see or feel a corporate culture of health.
It will be invisible and undefinable! The research is in, folks! Carrots and sticks have limited effects on behavior change because we are not like Pavlov's dogs that are unable to reason, think and better yet, feel emotions.
People are not animals that need carrots to engage - that is compliance.
People don't need to be beaten with a stick - that's control.
We don't hang our hearts and emotions at the corporate office door each morning.
And companies shouldn't want us to! Smart companies know how to manage and utilize positive psychology methods to not just motivate people but to get the "good stuff," the "MOJO.
" out of us! And it's the MOJO that we need to extract, nurture and support with a strong corporate culture.
Extracting the MOJO! There are four easy methods to extracting the MOJO: 1.
Allow your employees to feel capable and significant: People feel capable when they have a sense of control to direct the outcomes in their lives.
When people can control their workflow and physical vitality in novel and significant ways, they are emotionally engaged.
People who believe that they are capable are competent to take on their own challenges and put out a bigger effort without extrinsic rewards.
They value personal pride, satisfaction and a sense of accomplishment.
2.
Provide a sense of belonging: Employees who are really engaged experience a sense of belonging because they feel validated, have meaningful work, and feel that they "fit-in," and are accepted.
People feel valued and connected when they are a part of the process of driving change.
Therefore, communicate emotionally charged campaigns with validating and positive wording that conveys non-controlling language.
Omit words such as "should" and "must" with "consider," or "think about," - this builds trust.
3.
Provide autonomy and a sense of security: People have an innate need for self-determination (autonomy) and connection to others.
Well-being programs that provide options and choices increase intrinsic motivation.
Create autonomous learning opportunities with self-help options.
4.
Provide a culture of higher purpose: People have an emotional need to live a meaningful life where they can contribute to a greater purpose outside of themselves.
Communicate the value of generating a higher purpose and its impact on health through campaigns that focus on "What's Your Purpose?" Highlight examples of co-workers who are taking personal responsibility and what that looks and feels like.
We are emotional beings.
How we choose to generate those emotions or feelings is the bigger story and one that I hope you will take back to your offices.
I wish you well my friends as you help move people towards the truth of health and wellness with hope, love and laughter.
In searching the literature for clarification and examples on the topic, I was amused by an article's title in the Boston Globe, "Corporate Culture of Health or Else!" Joanna Weiss' article goes on to discuss several hot topics in wellness programing today; incentives and personal responsibility.
And questioned whether she would jump on the elliptical machine even if money was at stake.
"Is it gentle nudging or coercion?" she questioned.
And, trust me, THAT's EXACTLY what your employees are asking themselves as well when your wellness offers aren't aligned with core VALUES.
And when the corporate values are not groomed, nurtured and expressed consistently, openly and honestly you will be hard pressed to find, see or feel a corporate culture of health.
It will be invisible and undefinable! The research is in, folks! Carrots and sticks have limited effects on behavior change because we are not like Pavlov's dogs that are unable to reason, think and better yet, feel emotions.
People are not animals that need carrots to engage - that is compliance.
People don't need to be beaten with a stick - that's control.
We don't hang our hearts and emotions at the corporate office door each morning.
And companies shouldn't want us to! Smart companies know how to manage and utilize positive psychology methods to not just motivate people but to get the "good stuff," the "MOJO.
" out of us! And it's the MOJO that we need to extract, nurture and support with a strong corporate culture.
Extracting the MOJO! There are four easy methods to extracting the MOJO: 1.
Allow your employees to feel capable and significant: People feel capable when they have a sense of control to direct the outcomes in their lives.
When people can control their workflow and physical vitality in novel and significant ways, they are emotionally engaged.
People who believe that they are capable are competent to take on their own challenges and put out a bigger effort without extrinsic rewards.
They value personal pride, satisfaction and a sense of accomplishment.
2.
Provide a sense of belonging: Employees who are really engaged experience a sense of belonging because they feel validated, have meaningful work, and feel that they "fit-in," and are accepted.
People feel valued and connected when they are a part of the process of driving change.
Therefore, communicate emotionally charged campaigns with validating and positive wording that conveys non-controlling language.
Omit words such as "should" and "must" with "consider," or "think about," - this builds trust.
3.
Provide autonomy and a sense of security: People have an innate need for self-determination (autonomy) and connection to others.
Well-being programs that provide options and choices increase intrinsic motivation.
Create autonomous learning opportunities with self-help options.
4.
Provide a culture of higher purpose: People have an emotional need to live a meaningful life where they can contribute to a greater purpose outside of themselves.
Communicate the value of generating a higher purpose and its impact on health through campaigns that focus on "What's Your Purpose?" Highlight examples of co-workers who are taking personal responsibility and what that looks and feels like.
We are emotional beings.
How we choose to generate those emotions or feelings is the bigger story and one that I hope you will take back to your offices.
I wish you well my friends as you help move people towards the truth of health and wellness with hope, love and laughter.
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