For over 6 years now, I have worked to improve the health of those working in the square mile of London. Over this time I began to notice patterns correlating between issues, habits, struggles and achievements. But these correlations were not just limited to health outcomes; in fact, they often materialised and manifested in work performance. Many people will have …
For over 6 years now, I have worked to improve the health of those working in the square mile of London. Over this time I began to notice patterns correlating between issues, habits, struggles and achievements. But these correlations were not just limited to health outcomes; in fact, they often materialised and manifested in work performance.
These days, from a coaching perspective, I work almost exclusively with senior executives and utilise the latest technology available in performance, health and body composition monitoring. This gives me a great deal of data as output, which can be leveraged to influence the health and performance of these executives, but also to also continue spotting patterns across the bigger picture.
It is a fairly common statement that people are the lifeblood of companies. We spend time and money finding and hiring the best people, and then additional time and resources developing them.
Whether they are the CEO or Global Head of X; your Senior Executives will be experienced, highly trained and hopefully skilled in their role and paid accordingly. So, why would you settle for having them perform sub-optimally?
Successful wellness programmes usually have a couple of things in common. Firstly, they have specific outcome goals; they have been designed to tackle specific health and wellbeing issues that companies are facing. Without this direction, wellness programmes end up being, at best, a nice perk.
The second thing successful programmes have in common is that they have specific programme targets. These targets are the markers of how well the programme is being utilised. They guide the process of iteration when adjusting a programme to hit the outcome goals. If a programme is not having the desired effect and yet your programme targets have been met, it may well be an indicator that your programme needs to be more comprehensive.
Technology is playing an increasing role in our day-to-day lives, with the ability to track and analyse data on our health becoming a mainstay.
From Fitbits to Apple watches, staff can track how many steps they are taking, how often they move, their heart rate and food intake. The key question is, from a company perspective, what data can we best utilise to improve staff health, wellbeing, engagement and productivity?
In this first part we will be taking a look at one of our favourite pieces of wellness kit… heart rate variability monitors!
Recently the conversation about staff health has moved onto a discussion around sleep. People are becoming more aware of the need for a decent amount of quality sleep. Sleep affects mental and physical health and makes a huge difference to work performance. The question is, as an employer, what can we actually do about this?
We posed this question to one of our trusted partners, Raewyn Guerrero, Functional Medicine Coach, sleep expert and founder of Well Works.
Most of us know that our lifestyle, fitness levels and mental well-being affect our work and performance; but this often fails to affect our habits and behaviours. Many of the executives we see and work with know what to do; they just don’t do it. Ironically it is often “work” which is cited as the reason why these key areas of their health get neglected, even though this neglect subsequently leads to reduced performance at work. Breaking the cycle is key!