Month: August 2014
If you’ve been to any business conferences over the past few months, you won’t have failed to notice that interest in topics such as mindfulness, health and wellbeing is at something of an all-time high. CEOs have been encouraged to pay more attention to the importance of sleep, and many businesses are encouraging moments of meditation – we even drew these topics into our Resilience and Purpose FoW theme. And yet, while I think it’s great that business leaders are thinking about these issues, I am beginning to wonder whether we’ve been examining them from the right angle.
The key to preserving decision-making ability
The main thing that strikes me about today’s discussions around wellbeing is that they have tended to focus on the individual. Of course, the link between all round healthy and fit workers being resilient, and resilient workers being a good starting point for running a resilient and profitable company, is logic that most of the members of the broader Hot Spots Movement community seem happy to adopt. But don’t mindfulness, health and wellbeing have a more direct and immediate effect on the health of a business? Recently, I’ve been wondering whether many of us aren’t missing the most important point: that if workers are not healthy, not fit, or simply tired, they are likely to make poor decisions and big mistakes.
Think of this: Busy executives who defy time zones and walk off planes and straight into meetings may ‘still be standing’ and seemingly function, but are they at their best for making sound decisions? And at what point does their impaired ‘fitness for making the best decisions have a negative impact on the business? Are some decisions so important that executives would need to be particularly rested before making them? In some businesses, the wrong decisions can have fatal implications (for example where physical safety of workers or clients is involved), but I’m hard pushed to see any industry where suboptimal or downright wrong decisions or poor execution of decisions or tasks wouldn’t have very negative implications for the business.
Great thought is given to these issues in some industries – airline pilots, for example, have very strict regimes for number of hours they can fly, how much they need to rest in between, etc. and I suspect most people find that infinitely sensible. But assuming that all decisions are important, even if they don’t have potential and immediate life-and-death implications, why wouldn’t we apply this to all work?
Join the debate
I wonder whether our attention to mindfulness and wellbeing wouldn’t significantly increase if we took it out of its current feel good territory and started to look at the serious business benefits and risk mitigation they can offer. Perhaps what’s needed is more effective terminology to allow us to shift health and wellbeing from being topics that generate polite and PC-driven interest to being business critical.
This is a topic I think we should all be discussing – and I’d love to hear your ideas. Contact me – or us – on Twitter via @tschneidermann or @HSpotM.