Can I have both performance and well-being at work?
Well-being at work: The world is continuously changing. Organizations and their leaders are facing increasingly complex challenges, making the future less and less predictable.
Yet the way organizations are managed remains stuck in patterns that appeared during the industrial revolution more than 150 years ago! This way of operating characterized by hierarchies, chain of commands, implementation of control measures and a strict focus on the shareholders’ return is no longer adapted to the reality of modern organizations and to the individuals behind them.
As a result, employee engagement is declining, cynicism is on the rise and performance levels are stagnant. To adapt to the next context and continue to grow, organizations must examine their style of operations and management.
It has become necessary to create inspirational companies that offer environments that are conducive to high-performance and to increased employee well-being at work. These organizations foster bursts of creative ideas, employees that are self-motivated and that excel and the proliferation of engaged teams. Implementing a culture in which employees are happy allows organizations to boost their performance and their social impact.
Let’s create agile companies to increase performance and well-being at work
Together, let’s establish organizations that adapt effectively to changing conditions, that create stimulating work environments, that foster the development of each person’s skills and employees’ well-being at work so that everyone can contribute to the company’s performance.
We strongly believe that implementing a startup culture leads to better performing teams and organization, to increased well-being at work and the empowerment of employees to innovate in order to meet client expectations.
The impact of corporate culture on performance and well-being at work
Culture defines an organization’s acceptable behaviours and ways of operating.
We believe that:
- Performance isn’t possible without a minimum level of well-being at work. However, without company performance, well-being at work is only short-lived.
- Culture shouldn’t prevent employees from experimenting and learning. Rather, it should create an environment in which mistakes are allowed if they teach important lessons and lead to improvement.
- Toxic behaviours such as complacency, blame and gossip are harmful to an organization’s performance and shouldn’t be tolerated.
- Culture must promote transparency and information-sharing to increase trust among all employees and their accountability to results.
The contribution of employees, teams and their leaders on performance and well-being at work
Human beings aren’t machines that must be programmed, controlled and motivated to produce desired results. When the right conditions are in place, employees can find solutions to even the most complex problems.
We believe that:
- Employees are naturally motivated by their work as long as it makes sense to them, it respects their fundamental values and it contributes to the world in which they live.
- People have good intentions. They are fundamentally good, reliable, intelligent, trustworthy, creative and capable of making good decisions.
- At the moment they are taken, the decisions represent the best solution under the circumstances. Nobody knowingly makes a bad decision.
- Human beings are resilient. They are fully capable of learning from situations (even the difficult ones) and to develop new skills.
- It’s through trust, autonomy and not being mollycoddled, that employees can be happy, motivated and performing.
Teams are the best vector for enhancing an organization’s performance. A performing team can reach heights that no individual can achieve alone.
We believe that:
- Collective intelligence is superior to individual intelligence.
- Given the right context, everyone can become responsible partners to the collective success.
- Self-organized teams benefit from more intrinsic motivation from individuals and produce better results.
- In order to build high-performing teams, each employee’s perspective must be considered valid, notwithstanding their role or abilities in the team and the company.
The key contributions from leaders are removing obstacles that stand in the way of teams effectively functioning and to instill conditions conducive to each individual excelling.
We believe that:
- Teams don’t belong to their leaders, but rather leaders are at the service of their teams. The main role of a leader is to develop new leaders.
- Autonomy, adaptation and learning are better than predictability, rigidity and the centralization of control.
- When they walk the talk, leaders are performance accelerators.
Let’s reimagine organizations, and harmonize well-being at work with company performance.