Many leaders are looking for solutions. Some turn to material perks (bonuses, game rooms, free food) in the hopes of making employees happier. However, research suggests that these efforts, while appreciated, do not address more effective drivers of long-term well-being. Instead, leaders should be mindful about giving their employees three things:
Inspiration.
No matter what your organization does, whether it’s offering a service or building products, it is important that your culture be infused with meaning.
Studies show that people who have a sense of purpose are more focused, creative, and resilient, so leaders should make a point of reminding employees how their work is improving people’s lives.
Distributing client or customer testimonials and announcing when corporate profits are donated to charities is just a couple of examples of how to do so.
Even unsatisfied employees feel better about their jobs when they devote time to good causes, and that workplace support programs are effective not only because people get help, but also because they can give it.
Leaders, too, can be great sources of inspiration to employees. When they act selflessly, proving they care more about the group than themselves, workers are more trusting, cooperative, dedicated, loyal, collegial, and committed.
Bosses who show they are fair also inspire greater dedication, citizenship, and productivity. Make sure to work alongside your team members on a daily or weekly basis, showing your allegiance to them and to the broader organization.
Kindness.
We are profoundly social creatures, yet workplaces interactions are often no more than transactional exchanges.
This is a mistake. Companionship and recognition are more important than even high salaries in promoting employee loyalty.
Positive and warm relationships are one of the most important predictors of psychological well-being, so leaders must be mindful about the culture they are creating and the sentiments they express at work.
The basics of a kind culture involve consideration and respect, which increase creative output at both the individual and team level.
Leader warmth also matters: it can make subordinates more motivated and productive, and it can make managers much more effective.
Although expressions of anger may have a few benefits (for example, some followers respond favorably to them and in some cases showing anger can make you look more powerful or competent), on the whole, negative emotions generally cause managers to be seen as less effective.
Kind leaders do small things to show they care about their staff as people, not just employees. Simply asking how someone is doing personally and really listening to their answer is a good first step.
Self-Care.
Many offices pay lip service to the idea of employee wellness but intense work schedules still don’t give people adequate time to take advantage of the offerings.
Wellness programs don’t work unless you create a culture in which it is acceptable and encouraged to prioritize self-care.
Exercise, breaks from work, relaxation practices, and more strict boundaries between work and home can reduce job stress and increase employee well-being and engagement.
You can also encourage people to take more care with a basic resource: sleep.
A well-rested staff is a happier and higher-performing one.
Sleep deprivation significantly impairs cognitive and motor skills, while breakthrough ideas and solutions to problems come when the brain is in alpha-mode, that hazy state of mind you find yourself in when daydreaming or just before sleep.
So encourage employees to exercise, take breaks, and get better rest.
During a busy work week, or in the throes of an important project, it’s easy to lose sight of what really drives employee well-being. The best leaders are able to take a step back and maintain a human touch in the workplace by inspiring employees, being kind to them, and encouraging them to take care of themselves.