Management is chaos.
“Life should not be a journey to the grave with the intention of arriving safely in a pretty and well preserved body, but rather to skid in broadside in a cloud of smoke, thoroughly used up, totally worn out, and loudly proclaiming "Wow! What a Ride!”
Our biggest fault we have when it comes to managing employee well-being & performance is this idea that it’s a linear process.
That it’s “simple” and “ordered”.
You’re not using your Wharton MBA, and your motivational posters of soaring eagles flying high over a valley and water dripping into ponds.
You’re not producing a project plan for “mental health” with clear milestones, which you can measure progress against ideal mental health outcomes.
You’re not creating a Powerpoint to demonstrate personal commitment to the mental health objectives and showing your employees how their financials are linked to achievement of the mental health milestone targets.
You’re not conducting an after-action review, updating your best-practice database on mental health management, and mandating future process improvements.
There are no “best practices”. Best practice only works where you can rigidly constrain the system.
Best practice is almost always past practice.
Well-being is not rigid.
This shit is complex. (okay maybe it's not chaotic...)
In complexity, you describe the present and see what you can change. You define a direction of travel, not a goal.
When it comes to managing team well-being and performance, we use data to find the “signal” but the “fix” is in the imperfect execution (as Kellen Casebeer would say)
You introduce strategies and playbooks on a MANAGER/MICRO level which will allow you to find patterns in real-time.
If the pattern is beneficial, you add resources and double down. If it’s negative, you iterate and try again.
You don’t create well-being and high-growth performance. You create environments which allow well-being to emerge.