I'm passionate about Positive Psychology because I have witnessed its empowering impact on myself and my coaching clients. It has tangible, real-life benefits based on a significant and growing body of empirical evidence. Applying its wisdom can enrich and expand our lives. When learning about interventions like self-compassion, I often thought, why didn't I know this stuff before?! The lessons I have learned from Positive Psychology have helped me grow as a human and perform better as a coach, and I want to share them as widely as I can.
In this blog series, I will tackle some of the common misconceptions about Positive Psychology and bust these myths:
Myth #1 Focusing on strengths avoids facing facts
Myth #2 Well-being is an optional extra
Myth #3 My inner critic is simply being realistic
Myth #4 Self-compassion makes you lazy
Today, I will tackle Myth #2 Well-being is an optional extra
As my previous blog on self-care highlights, research shows that self-care and high performance can be mutually reinforcing.[1].
Although it can be exhilarating to have periods of intensely demanding work, if you continually deprioritise your well-being, sustaining a lifelong career won't be easy. Medic friends seem to have the most extraordinary staying power for long periods of high-pressure work. However, there are consequences to this pace, and it is often the individual that pays the price through burnout and adverse health outcomes.
During the pandemic, there has been a focus on well-being, with organisations launching an array of well-meaning initiatives. Unfortunately, these initiatives often focus on helping the individual manage their well-being without addressing the systemic issues that drive high-stress levels and burnout. Putting on free yoga classes or providing massages doesn't cut it.
A potential upside of the pandemic is changing our attitude toward where people physically work, with many organisations moving towards a hybrid model to reap the benefits of both environments. Flexible working that focuses on the results you deliver rather than presenteeism can be part of a strategy to support well-being.
However, in isolation, flexible working is not enough. Organisations must address well-being at a systemic level alongside individuals doing their part. MindGym’s Chief Behavioral Science Officer, Dr Janet Ahn, has developed an evidence-based model to help organisations focus on specific areas to improve well-being. The model describes the Five Drivers of well-being at work:
1. Certainty “I feel clear” (I can anticipate and adapt to changing circumstances)
2. Competence “I feel capable” (I’m applying my knowledge and learning)
3. Autonomy “I can decide how I do my work” (I’m trusted)
4. Belonging “I feel valued” (I matter to the people around me)
5. Purpose “I feel my work matters” (There is a reason for my work)
If organisations can create an environment where employees feel clear, capable, valued, and like their work matters, it can positively impact well-being. As well as a moral obligation, there is a compelling commercial advantage for organisations creating cultures that nurture well-being. The well-being of employees leads to improvements in a range of business outcomes, including recruiting high-quality employees, retaining them once they are with the organisation, and productivity.[2]. Organisations are responsible for creating the environment to enable high performance, and the Five Drivers provide a practical framework to deliver it.
Our organisations and systems need to continue evolving to support our well-being. However, there are also things in our control that can help us to maintain our well-being. I've witnessed my clients go on to develop innovative solutions, achieve promotions and become more strategic in their thinking because of consciously working on their well-being. We know that our brain's creative problem-solving part is impaired when operating in threat response mode.[3]. It is crucial to prioritise our well-being to do our best thinking and access all our wisdom, experience and insight.
To help my clients understand their well-being, I use the evidence-based SPIRE well-being model developed by Harvard scholar Tal Ben-Shahar (see my previous blog on self-care). Well-being can be nebulous but using the five elements of the SPIRE model helps gain clarity. If we can name and understand what good looks like when we feel well, we are empowered to make informed decisions. Suppose we can get clarity on what we need to feel well. In that case, we are better placed to advocate for that in the systems we are a part of, be that a family or organisation.
This blog has explored the evidence that well-being benefits individuals and organisations. We have reflected on the Five Drivers model that can support organisations on well-being at a systemic level. We have touched on the SPIRE model of well-being that can help individuals identify what they need to be well. Well-being is essential for a sustainable career where we can do our best work. What is your experience of well-being in the workplace?
[1] Self-Care Is Not the Enemy of Performance. Jennifer M Heemstra (2019)
[2] Employee Well-being Is Key for Workplace Productivity. Gallup (2022).
[3] Stress signalling pathways that impair prefrontal cortex structure and function Amy F. T. Arnsten (2009)