Re‐Humanizing the Workplace to Build a Thriving Organization · Getting Unstuck: The New Paradigm...

IMA Summit ‐ Keynote 4/26/2018

Not for distribution. © Copyright 2018 Salveo Partners, LLC. All rights reserved. 1

Re‐Humanizing the Workplace to Build a Thriving Organization

Rosie Ward, PhD, MPH, MCHES, BCC, CIC®, CVS‐FR

CEO/Co‐Founder, Salveo Partners, LLC

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“The truth is that our finest moments are most likely to occur when we are feeling deeply uncomfortable…For it is only in such moments, propelled by our discomfort, that we are likely to step out of our ruts and start searching for different ways or truer answers.”

~M. Scott Peck



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2 Types of Challenges

• Technical • Adaptive

Source: Ronald A. Heifetz & Donald L. Laurie (December 2001). The Work of Leadership. Harvard Business Review, p. 131‐141

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Mismatched Solutions

• Trying to apply Technical Fixes/Solutions to an Adaptive Challenge

Adaptive Challenge

Technical

Fix



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“The single biggest failure of leadership is to treat adaptive challenges like technical problems.”~Heifetz and Linksy (Cambridge Leadership Associates)



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Letting Go of Our Stuckness…

To a 400‐Year Old Paradigm

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Belief vs. Evidence



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The Stuckness: The Old Paradigm

Worldview—Mechanistic

Science — Reductionist(Whole = sum of its parts)

Culture — Control oriented(hierarchy, patriarchal)

Health — Biomedical(fix the machine)

Traditional Approaches to Change

Extrinsic (controlled) Motivation

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Desire & Illusion of Control

Employee Wellbeing

OrganizationalWellbeing

Behavior Change

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Stuck Organizational Wellbeinga.k.a. Control the Machine



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Stuck Employee Wellbeing

Behavior Modification

Scare, Pressure, Persuade

Reduce & Analyze

Measure & Quantify

“Health Risk Management”(control the machine)

Source: Dr. Malcolm Kendrick (2014). Doctoring Data: How to sort out medical advice from medical nonsense. Chapter 5 – Reducing Numbers does not equal reducing risk: pp 91‐116.

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What Wellness Has Become…

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• Pry

• Poke

• Prod

• Punish



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It Doesn’t Work!

“In wellness, you don’t have to challenge the data to invalidate it. You simply have to read the data. It will invalidate itself.”

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Washington Post: Jan. 17, 2010

Source: David S. Hilzenrath, Washington Post

“Misleading claims about Safeway wellness incentives shape health‐care bill”



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Tying Health Outcomes to Insurance Premiums

Unaware of any insurance data that convincingly demonstrates charging higher insurance premiums results in lifestyle behavior change

Source: Volpp, et. Al, Redesigning Employee Health Incentives, NEJM 2011;365:388‐390

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Realities of Personal Responsibility

Health

Behaviors

Medical

Care

Social,

Societal Characteristics

Total Ecology

Genes & Biology

< 25%

“For people above a certain threshold of material well‐being, another kind of well‐being is

central. Autonomy ‐ how much control you have over your life –and the opportunities you have for full social engagement and participation are crucial for

health, well‐being and longevity.”



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It’s Not About Physical Health

“At least 75% of the hazard to longevity can be captured with measures of socioeconomic status and job satisfaction. Socioeconomic status overwhelms and subsumes all the measured biological risk factors for all‐cause mortality as well as most other mortal and illness end‐points.”

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Employees’ Perspective

https://www.willistowerswatson.com/en‐US/insights/2017/11/2017‐global‐benefits‐attitudes‐survey

Health & Wellbeing ‐Net Promoter Score (NPS)



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Healthcare Cost‐Savings Strategy

≠ Wellness

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Stuck Behavior Change



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Rethinking Motivation

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A Humanity Crisis…



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Dehumanized Workplaces

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Exhibit A: Job Stress

• Job stress has escalated progressively over past few decades

• Work is the major source of stress for American adults

• 80% of employees report feeling stress on the job

Source: American Institute of Stress



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Exhibit B: Long Work Hours

• Average # of hours worked in U.S. currently surpasses that of Japan and most of Western Europe

• ~30% of US employees report working on weekend

• ~25% of US employees report working at night

Source: Hamermesh & Stancanelli (2014), “Long Workweeks and Strange Hours”, National Bureau of Economic Research

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Painfully Connected

• 81% of people check emails on weekends

• 55% login to work after 11 p.m.

• 59% check email while on vacation

Source: David Kelleher (2013), “Survey: 81% of U.S. Employees Check Their Work Mail outside Work Hours,” Tech Talk



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Global Epidemic

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Global Epidemic



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Exhibit C: Eroding Wellbeing

Negative job conditions affect individual’s:

• Drinking

• Smoking

• Drug abuse

• Overeating

Source: Jeffrey Pfeffer (2018), Dying for a Paycheck

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Wellbeing: More Than Health Risks

• Career Wellbeing

• Social Wellbeing

• Financial Wellbeing

• Physical Wellbeing

o Emotional Wellbeing

• Community Wellbeing

5 Universal, Interconnected Elements:



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Exhibit D: Breaking the Human Spirit

7 out of 8 people in the American workforce work for an organization that doesn’t care for them, contributing to broken marriages, broken families and broken lives~Bob Champan (CEO, Barry‐Wehmiller)

https://www.youtube.com/watch?v=XLwS7vh9XbY

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Cost of Toxic Workplaces

• Can cause up to 120,000 excess deaths per year

• Account for ~$180 billion in additional healthcare expenditures



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Profound Change in the Nature of Work

Rethinking “Business as Usual”

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The Future of Business: VUCA



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New Era: “The Big Shift”

“Business and HR leaders can no longer continue to operate according to old paradigms. They must now embrace new ways of thinking about their companies, their talent and their role in global social issues”

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Bigger Shift: Social Responsibility

“Organizations today are judged for more than their success as a business. They’re now being held responsible for their impact on society at large.”



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Future of Business = Humanistic Design

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The Living Organization

Moving from Mechanistic to Humanistic



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Scientific Advances

• Psychoneuroimmunology (PNI)

• Quantum Physics

• Chaos and Complexity Theories

• Neuroscience

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Understanding Living Systems

“We can never direct a living system – we can only hope to get its attention. Life accepts only partners, not bosses because self‐determination is its very root of being.”



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Organizations as Living Systems

“These days, a different ideal for organizations is surfacing.

We want organizations to be adaptive, flexible, self‐renewing, resilient, learning, intelligent ‐ attributes found only in living

systems. The tension of our times is that we want our organizations to behave as living systems, but we only know how to treat them as

machines.”

http://www.margaretwheatley.com/articles/irresistiblefuture.html

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Getting Unstuck: The New Paradigm

Worldview—Organic‐Living

Science —Holistic (Whole > sum of its parts)

Culture — Relationship‐oriented(equalitarian)

Health — Bio‐psycho‐social‐spiritual(holistic, ecological)

Re‐Thinking Approaches to Change

Intrinsic (autonomous) Motivation



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Creating a Thriving Workplace Culture

Examples in Action

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Conscious Capitalism

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Widely Loved Brands



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Firms of Endearment (FoEs)

• 28 widely loved companies

• Humanistic (value for ALL stakeholders)

• Company culture is biggest competitive advantage

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FoEs vs. S&P 500

S&P 500 FoEs

122% 1026%

Investor return over 10 years

More than an 8‐to‐1 ratio!



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Humanizing the Workplace

• Truly human leadership

• Businesses can be successful and not treat employees like numbers

• Even culture of mistrust and insecurity can be transformed

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Focusing on Human Development

• Work is essential context for personal growth – for EVERYONE

• Adaptive change work is expected

• Intentionally & continuously nurture a culture that fuses business and individual development

Source: Kegan, Lahey, Fleming, & Miller (April 2014). Making Business Personal. Harvard Business Review

Deliberately Developmental Organizations



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DDO Results

• Increased profitability

• Increased employee retention

• Better error detection

• Reduction in employee disengagement

• More creative solutions to problems

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People > Numbers

“The numbers prove it…people‐focused companies outperform numbers‐focused companies over the long‐term DRAMATICALLY… and they operate completely counter to what we consider to be ‘normal business practices’ of the day.”

Source: Simon Sinek (July 29, 2016) https://www.youtube.com/watch?v=3SVqbM9Nw7Q



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How to Re‐Humanize the Workplace

Fostering Thriving Wellbeing & Organizational Performance

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“The future of great workplaces lies in helping employees fuse their personal and professional lives in ways that position them to deliver their best work.”



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“Culture eats strategy for breakfast…operational excellence for lunch …and everything else for dinner.”

‐Peter Drucker



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“Leadership is about being the best version of yourself so you can maximize your positive impact on the world.”

‐Danielle Harlan

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“Leadership today is about unlearning management and relearning to be human.”

~Javier Pladevall (CEO of Audi Volkswagen, Spain)



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Holistic support of wellbeing allows for self‐actualization and for employees to be the best version of themselves



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“Every time you are tempted to react in the same old way,

ask if you want to be a prisoner of the

past or a pioneer of the future.”

~Deepak Chopra



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Rosie Ward, Ph.D., MPH, MCHES, BCC Certified Intrinsic Coach®, Certified Valuations Specialist

CEO / Co‐Founder, Salveo Partners LLC

[email protected]

(612) 978‐9479

www.SalveoPartners.com

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Re‐Humanizing the Workplace to Build a Thriving Organization · Getting Unstuck: The New Paradigm...

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