Employees and Leaders Alike Are In Midst of the Same Wellbeing Crisis

We believe that the new and necessary workplace culture change must start with an honest exploration. In yesterday’s article - a Checklist to help the handful of willing organisations get started on integrating, rewarding and valuing the human work so they can lower their HumanDebt and be competitive in this new landscape.

Today’s video finds Ffion Jones and myself discussing what it is that holds organisations back from accessing and applying the knowledge that would help transform their culture.

The main culprit? The resistance to the human work that we often discuss in our work. While it may have many causes from the systemic disdain for mental and emotional wellbeing in the workplace to the lack of respect for people as capital and not “resources”, its biggest present component is tied to our collective state of mind which is, in its overwhelming majority, disengaged and burnt-out.

What we maintain is that before any organisation can move forward, they must first assess how prevalent this state of mind is amongst their staff because if it is a generalised state of affairs this constitutes a de facto state of emergency and the levels of stress and unease it brings, will make the natural resistance to the human work even greater.

Each and every one of the many “trendy” terms connected to the big changes in the workplace from “The Great Resignation” to “Quiet Quitting” and even “Productivity Paranoia” is traceable to this same root cause: a crisis of well-being translating into generalised active disengagement and burnout exacerbated by a generalised lack of EQ and the absence of practice to communicate about emotions and better behaviours.