Following is a simple idea for building wellbeing at work. The idea involves creating a space for a “board” and then rotating the “subject” of the board on a monthly basis in order to keep the board fresh and novel. Everyone is encouraged to participate, but it is certainly not mandatory; input may be as often as desired.
The board subjects might include:
- Success – that is, what are the successes – small or large – that you/we/I have experienced
- Gratitude – what are you/we/I grateful for
- Good Things – what are 3 good things that have happened to you/us/me
- Appreciation – that is, this is what I appreciate about you/this team/what you have done/what I have done
- “Surprise/Gift” - everyone has an envelop with their name on the board and others are encouraged to include “gifts/surprises” for that person… this can be playful and/or serious
- Wellbeing Ideas – that is, everyone is encouraged to share their ideas of what they do to maintain/improve their own wellbeing
- Ideas for more boards – that is, everyone is encouraged to come up with their own ideas for board subjects
The idea of having wellbeing boards comes from a number of people - thank you.
Brené Brown describes a daring culture as one that is honest, constructive, and engages in feedback. She also explains that giving or receiving feedback is likely to result in some discomfort; “feedback thrives in cultures where the goal is not getting comfortable with hard conversations but nomalising discomfort.” By letting people know that this discomfort is normal, is going to happen and why, this actually reduces the anxiety, fear and potential shame. This is consistent with growth and learning being uncomfortable, with individuals stepping outside of their comfort zone in order to learn and grow.
In telling her students that there will be times that they will feel discomfort, discomfort becomes an expectation and the norm, to the point where her students inform her, “I haven’t been uncomfortable yet. I’m concerned.” This in turn leads to key feedback conversations regarding their engagement and also, her teaching, leading to growth and learning for all.
The key for leaders is to foster and support the courage to be uncomfortable; is to be willing to be vulnerable and role-model this daring behaviour; to help the people with whom we work to accept this discomfort as a part, even a sign, of growth and learning.
Brown, B. (2012). Daring greatly: How the courage to be vulnerable transforms the way we live, love, parent and lead. London: Penguin Books.
What language do you use? Habitually? Consciously or unconsciously? “Our words create our worlds” – this simple phrase when spoken by David Cooperrider, had considerable impact on my noticing my vocabulary and intentionally changing it to be more positive and to create the space for possibility and growth.
Following are a few more quotes that I have reflected on and have impacted my words and my world:
- “The seeds of change are implicit in the first question we ask. The more positive the questions, the more positive the potential for transformation.” Diana Whitney
- " The power of questions and questioning is to open the door to new possibilities.” David Cooperrider
- “To change behaviour, change the conversation.” Wim Croonen
- “When I tell you my story, you give me colour. I exist, I am in the moment.” Eric Koenen