Beyond Artificial Intelligence: Why Change Invites Humanity To The Front Seat
I facilitated a CEO strategy session last month, and almost all the attendees shared their feelings of being overwhelmed by the fast pace of change. Many recognized the challenge of managing their workforce, specifically the younger workforce, one person sharing, “They want it easy, and they want it all. They think they can do my job tomorrow if not today!”
In today's fast-paced environment, a troubling trend continues to mature: lower productivity rates and increased encounters of confusion, disappointment, failed change initiatives and disconnection from work. A McKinsey Health Institute survey of 30,000 employees revealed that only 57% of employees worldwide reported good holistic health, encompassing mental, physical, social and spiritual well-being. This means that one-third of your workforce may not be operating at the ideal state.
The decline in employee well-being is a business issue. It is not only personal. Companies with higher well-being scores report greater results, higher profits and superior returns on assets.
Thriving Workplaces
Imagine a workplace where employees feel valued, supported and engaged—a place where well-being is woven into the fabric of the culture. In such an environment, employees can be more productive, creative and committed. They will collaborate, commit to change with resilience and contribute to a positive organizational climate. These are the cultures that drive unpredictable outcomes.
Achieving this ideal state requires a shift from viewing well-being initiatives as pizza on busy days to consistent leadership behaviors that weave into the core of organizational strategy. It's about creating a culture where well-being is not an afterthought but a foundational element of success.
The Path Forward: Integrating Well-Being Into Leadership
To transition from the current state to the ideal, organizations must adopt a holistic approach to employee well-being. This involves integrating well-being into leadership practices at all levels—personal, team and organizational.
Leaders model the way.
Let us start with a simple premise. We must first prioritize our own well-being before we lead others. By modeling healthy behaviors—setting boundaries, disconnecting when you’re off, practicing mindfulness and seeking support—you set the tone for the rest of the organization. One COO told me their biggest challenge is when the chief of staff is off. He will keep emailing them new ideas and cannot disconnect. It’s more work for them when he is out. Leaders who protect their well-being are better equipped to provide care and well-being for their teams.
Psychological safety is the norm.
Teams thrive when members feel safe expressing themselves without fear of judgment. You can cultivate psychological safety by encouraging open dialogue, showing empathy and acknowledging the challenges your team faces. This environment enables team members to support one another and collaborate effectively. Sometimes, simply acknowledging your team by saying, “This is a challenging situation for you,” without pushing your advice on how to fix it, could be a simple way to nurture open dialogue.
Well-being is embedded into strategy.
Embed well-being into policies, practices and values. Regularly assess and address factors contributing to employee stress and burnout. Understand their needs before creating generic work benefits that do not apply to your team. This includes offering flexible work arrangements, providing access to mental health resources and recognizing the importance of work-life balance.
Adopt the "CARE" framework.
At the heart of all corporate mystery is modeling care by leaders who can easily understand the connection between healthy employees and commitment to enterprise-wide change initiatives. Consider the "CARE" framework for your teams:
• Connect: Build strong relationships through regular check-ins and open communication.
• Acknowledge: Recognize and validate employees' experiences and emotions.
• Respond: Provide resources and support to address well-being needs.
• Evaluate: Continuously assess the effectiveness of well-being initiatives and make necessary adjustments.
By implementing the CARE framework, organizations can create a supportive environment that promotes holistic well-being.
Leading With Empathy And Purpose
When times are marked by uncertainty and rapid change, prioritizing employee well-being can be not just compassionate but strategic. Leaders who invest in the holistic health of their workforce can foster resilience, drive performance and cultivate a thriving organizational culture.
In a world where you insist that employees embrace and trust artificial intelligence, amidst technological disruption, choose humanity. What today needs is a shift in leadership paradigm that stands out and connects people to their emotional intelligence. Try empathy, connection and purpose. By doing so, you not only enhance the lives of our employees but also pave the way for sustainable success.
This article was published on Forbes.com.
