4 Proven Ways to Engage Managers in Wellbeing

Managers are best positioned to act as “multipliers” to move a population toward enhanced wellbeing.
By: | April 23, 2019 • 4 min read
wellbeing

Workplace wellness has been around for decades, but most organizations, with few exceptions, struggle with low rates of engagement. Studies such as ones conducted by SHRM and the Rand Corp. show that while 85% of U.S. organizations offer wellness, over 80% of eligible employees are opting out.

Simply put, the current model of health promotion, one that overly relies on incentives to increase rates of engagement, is inadequate. While incentives may be useful in driving one-time, simple tasks, they have been shown to have little impact on long-term behavior change and sustainable engagement with wellbeing. Clearly, we need to evolve the current methods used to engage.

A largely untapped potential for increasing rates of engagement may well lie in activating managers. They are the ones who are best positioned to act as “multipliers,” or catalysts, to move a population toward enhanced health and wellbeing, according to a growing body of research. Gallup research shows that the manager alone likely accounts for up to 70% of the variance of their team members engagement with wellbeing. Our own research, published in the 2017 HERO Forum Proceedings, indicates that managers, when engaged in their own wellbeing, can create a positive multiplier effect for their team members.

Advertisement




To take advantage of this growing trend, here are the top four ways you can activate managers in your organization to become these multipliers–so that you can finally begin to tackle the looming engagement crisis. (If you’d like to learn about on strategies and practices, be sure to join me for a webinar I’ll be presenting titled “The Multiplier Effect: How to Jumpstart Your Wellness Efforts by Activating Managers” on Tuesday, May 14 at 3:00 p.m.)

First, you’ll need to make the case for wellbeing in language that resonates for managers. Most won’t be moved by risk reduction or health improvement, but they just might be inspired by a case for better performance, more energy or building a winning team.

Second, help managers to see wellbeing in a broader sense. Wellbeing is not just about exercising more, eating better, or hydrating more (although, all of these are important!). It’s also about things like connecting with one’s community, feeling a sense of psychological safety at work, having a strong sense of purpose or feeling appreciated for who one is, not just for what one does.

Advertisement