Emotional Wellbeing & Resilience
Helping leaders understand drivers of stress and build environments that enable emotional wellbeing and resilience
It’s always a worry to us when we hear people talking about resilience training at work, because it’s a sure sign that the organisation in question is a stressful environment.
Of course we can’t avoid stress altogether, but we believe that rather than expecting people to cope, it is the duty of leaders to create environments that aren’t harmful to their people.
Indeed, we’d go further and emphasise that stress isn’t a natural consequence of a performance environment, and that wellbeing and performance go hand in hand.
Emotional wellbeing, happiness and stress
Wellbeing, specifically mental wellbeing, simply means experiencing more pleasant emotions than unpleasant emotions – which produce stress.=
In other words, if we’re happy we’re well. But let’s not think of happiness as fluffy, meaningless sensations. Happiness is about meaning. It’s about purpose, belonging, feeling safe to be yourself, feeling competent, supported and having control in your work.
None of that means having an easier life. In fact, we’re happier when we’re challenged – as long as we’re equipped and enabled to meet the challenge. Resilient environments are characterised as high challenge – high support.
Of course people can become more resilient too, which means being able to adapt and use the right mindset to meet new challenges. But let’s not jump straight to resilience training without looking at the causes of stress!
Building healthy, resilient organisations
We can help you to understand what’s working and not working in your organisation, where the sources of stress are, and work with you to develop strategies to develop emotional wellbeing and performance.
Feel good factor?
What’s driving stress and emotional wellbeing in your organisation?
What is a resilient environment?
High performance environments are typically also resilient. They are places where people can be themselves, be focused and be effective.
Stress at work can be related to work, to the organisation or to interpersonal relationships.
Being overloaded and unable to cope; dealing with role conflict and ambiguity; or working without trust and support all get in the way of doing a great job. They use up physical, emotional and cognitive resources and create interference.
Resilient environments are demanding. Goals are stretching and standards are high. But the fundamental difference is that people are able to focus on what matters, are enabled with the tools and resources they need, and have mutually supportive, open and trusting relationships.
We can’t expect to live in a zero-stress world, but surely we can expect to be able to work in an environment where stress impacts on our health and the health of our loved ones?
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