Can Decreasing Personnel Stress Make Improvements To Bottom Line Productivity?

Just how can organizations accomplish genuine progress in the commonly opposing aspects of employees health and wellbeing efficiently? Unearthing an answer to this dilemma is incredibly powerful for high-performance leaders, because stressed out personnel are proven to be less productive than generally happy employees.

To understand more in regard to this phenomena we spoke to Stuart Hayes, who is the owner and Chief Executive Officer of Stuart Hayes Leadership, an authority in how you can stabilize efficiency along with wellness in corporate settings.

To begin with Hayes asks leaders to contemplate the repercussions of stress in the work environment and compare that to the outcomes possible where well-being is present:

One: Performance of the Staff

Anxiety, stress and also pessimistic emotions results in workers attention being preoccupied and a reduction in mental clarity. On the other hand happier team members have more clarity and are a lot more switched on, purposeful and resourceful;

Two: Management of Public Relations

Tension and negative feelings can cause personnel to feel bitter or resentful and this may lead to a lowered level of dedication in critical customer support roles … whereas generally more satisfied personnel relate much better with clients and are superior supporters of their brand.

Three: Health and wellbeing

Stress and also negative emotions may bring about ill health. In contrast happier people are both healthier as well as are more satisfied with what they do;

Four: Company Morale

Stress and negative emotions result in problems with an increase in personnel turnover … contrast this with happier staff who have a tendency to feel more ‘connected’ to both their firm as well as their colleagues, and as a consequence generally stay for a longer period.

Five: Alignment with Business Strategy or Change Initiatives

Strained or negative team members are both less likely to line up with the teams strategy and at the same time they’re more likely to oppose transformation that is needed. In contrast affirmative and happy workers are creative, interested, instigate improvements and are inclined to be much more accepting of both the present methodology and also change.

So what is the answer?
To really help employees to take care of pressure and to attain improvements of the variety mentioned, business enterprises are more frequently making use of office well-being resources, even though not all such resources work or translate into performance returns.

“Realistically, accomplishing long-term increases in both productivity and also health and wellbeing necessitates a whole lot more than just making it possible for a little work flexibility or engaging a wellness presenter. These are really just ‘box ticking’ remedies and are never going to deliver the kinds of results businesses need. In fact, it is this box-ticking approach that is the most usual reason health and wellbeing programs fall short,” says Hayes.

From Hayes observations, he points out that guiding groups to strengthen their satisfaction and experience of work and the outcomes they attain from their work is in fact, the same thing. “The aim should never be the creation of a health and wellbeing program alone. Rather, it should really be the generation of a distinct culture in which responsibility together with wellness are foundations. What this involves is that we take responsibility for changing the way our staff respond to pressure and bad emotions, transforming the way our team relates and communicates with each other, and ensuring everyone is naturally lined up to the team’s larger targets. This is the heart and soul of an excellent culture.” He said.

While it is well documented, mindfulness is being effectively made use of by numerous organizations to help workers be more accepting of and more effectively deal with stress and undesirable emotions, what is not so widely reported is that some of the latest research shows that our brain and heart continuously connect with each other and that our heart can be used to move an individual’s moods from unfavorable to favorable, and that our heart’s sphere of influence makes a quantifiable effect on other individuals in a persons vicinity. This epitomizes the cutting edge of H.R. development and leadership.
“It’s funny in many ways, because we all have a heart, we all have a mind, and all of us experience these things naturally, however the increasing emergence of studies that shows that the heart and mind work together is incredible,” he says, who’s now devoted the lion’s share of the past seven years to examining this relationship, the way it is pertinent to office environments. Consider the following facts:

First: When interacting with a great leader, an individual’s brainwaves will actually ‘synchronise’ with the leader. This is a result that does not happen when the aforementioned individual speaks with, say, various other members of their crew. The effect of this enhances team interaction.

Second: Both the brain as well as the heart emit electromagnetic signals that can be measured a distance away from the body, however interestingly, the electromagnetic radius of the heart is significantly more powerful.

Third: The size of the heart’s range varies, in association with the individual’s disposition;

Fourth: It’s possible to engage the heart in practices that measurably lift the effect of negative feelings both within a person as well as within those people who are near them, causing adjustments in both people.

Any person involved in leading a team under pressure, or anybody required to incorporate changes in a company, or who would like to accomplish high-performance outcomes in much easier ways, can certainly benefit from a one day concentrated leadership workshop being run on this topic.

The workshop is called Leading to Improve Performance and Well-Being and it guides participants in practical ways, so leaders who are working in very competitive and demanding situations can achieve definite progress in the usually polarized areas of group well-being and team effectiveness.