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“Wellth” is the New Wealth

StrategyDriven Practices for Professionals ArticleWealth has historically been viewed as financial success in business that translates to success in life. Money, real estate, investments, and “stuff” like cars and expensive vacations – if you’ve got these things, you’re doing well for yourself… right?

Perhaps it’s time we recognized that the wealth game is changing. While money does matter, it’s no longer the foremost defining attribute of personal or professional achievement. Instead, a new focus on happiness and purpose is driving the common consciousness. This shift is due in part to the influence of millennials, whose priorities about work and life are reshaping everything from world economies to the business landscape as a whole.

The millennial mind looks at something like the price of real estate – the financial Everest they would need to climb to achieve some conventional form of “wealth” – and realizes that maybe there are more important things within their reach. Indeed, 53 percent of millennials say they value health more than any other priority besides family. Additionally, nine in 10 say they pursue health in order to be successful in other areas of life. It’s clear that, rather than wealth, this next generation of leaders prioritizes what I like to call “wellth.”

What is wellth? Wellth is the combination of physical, mental, and financial wellbeing that provides a foundation for each of us to strive toward success by living our best lives. Wellth redefines what it means to “arrive” by focusing instead on the journey; it’s about not being a slave to the daily grind; it’s making a conscious decision to live well. And while wellth may seem like some kind of New Age idealism, it’s not limited to vegan yoga students, boot camp evangelists, or spin bike enthusiasts queuing up to find inner strength at studios all over the world. In fact, there is a definite growing awareness among middle-aged professionals and corporate leaders that seeking wellness will help to accomplish larger goals.

Here are three trends that showcase how millennial-minded workers and businesses are switching their focus from wealth to wellth.

Fueling an Appetite for Ambition

It’s true: green is the new black. Just take a look at the many healthy eating gurus who are dominating Instagram feeds and building entrepreneurial empires on the foundation of wellness. Beyond the trendiness, though, this new focus on eating right underscores an emerging understanding and appreciation of how food affects all aspects of our lives.

The healthy food/happy employees connection has not gone unrecognized by most forward-thinking businesses. Research shows that employees with unhealthy diets are 66 percent more likely to experience a loss in productivity than those who regularly eat whole grains, fruits, and vegetables. This is something most people realize from personal experience without even needing the science to back it up. There are foods that increase focus, concentration, and alertness, just as there are foods that make you feel sluggish, uninterested, and tired—it’s the reason we all silently chide ourselves for reaching for that bag of chips when we’re stressed.

Not surprisingly, Google has spared no expense to ensure their cafeteria nurtures employees from the inside out. That’s because they realize that there’s an integral correlation between health, employee happiness, and the combined effect of both on business success. They value wellth!

Finding Focus in Action

Increasing your heart rate and physically pushing your body isn’t only good for your muscles and bones, it’s also great for your brain. This relationship is why many of the world’s most successful business leaders turn to fitness to help them stay centered. In fact, Sir Richard Branson cites daily exercise as his number one secret to staying healthy and productive.

But it’s not only physical action that makes a difference. In addition to building fitness and wellness programs into their cultures,top companies are also recognizing the impact of purpose on the emotional wellbeing of their employees (and, ultimately, their bottom line). Those that prioritize action in the form of corporate social responsibility and embrace the power of giving back are finding success, both in terms of profitability and in terms of employee motivation, retention, and engagement.

Taking Mindfulness to Work

Balance in life is necessary, and burnout at work can often tip the scales in the wrong direction. Burnout manifests as a lack of interest or motivation, depression, or even physical illness – and 69 percent of employees cite burnout as a key contributing factor to poor productivity.

Along with eating right and staying fit, being mindful of burnout is essential for keeping your wellth account full. This can be as simple as scheduling time to unplug or learn new skills. Even technology – the supposed enemy of peace and quiet – can help. For example, apps like Headspace can act as a personal trainer for your mind and help you achieve your daily 10 minutes of mindfulness.

Businesses that want to help their employees avoid burnout can provide unique experiences, such as sponsoring a company cycling team or organizing regular outdoor retreats. Oftentimes, just getting outside is enough to reset the balance, as research shows that time spent in nature can increase happiness and attentiveness.

Journeying Toward Wellth

These three trends represent the tip of the iceberg for the wellth movement. As the millennial mindset continues to shift wellness from a mere fad into the mainstream, traditional constructs of personal/professional achievement are actively being replaced with a new appreciation of life goals (and how we reach them). The basic tenets of wellth may focus on diet, fitness, and mindfulness, but this movement is about more than just working out and eating berries and kale; it’s a conscious choice to live well.

As motivational philosopher (and friend) Jay Shetty notes, “We are human beings but act more like human doings. Instead of a ‘to do’ list we need a ‘to be’ list. Rather than thinking what we should we do in situations we should think about who we want to be in situations.” Wellth is how many of us are bringing the act of being back into everything we do. It provides a holistic vision of what it takes for each of us to reach higher and go farther, which empowers us to build a solid foundation for attaining success in all aspects of life—including work.

So, how wellthy are you?


About the Author

Nick Goode is the Vice President Product Management — Cloud & Sage One, Sage’s cloud accounting and payroll solution for start-ups and small businesses. Goode is accountable for the commercial, channel, product and marketing strategy for Sage One worldwide. Goode is previously Head of Sage One for Sage UK, and prior to that, Head of Marketing for the Accountants Division at Sage. His LinkedIn can be viewed at https://www.linkedin.com/in/nickgoodeuk and his Twitter handle is @nickgoode.

How to Lead in High Turbulence – 5 Lessons from the Tunisian revolution

StrategyDriven Management and Leadership ArticleWhat would you do if you were offered a new job and were told you would be fired after one year but you weren’t allowed to quit during your mandate? That you would be paid peanuts compared to your old comfortable job, and you would be harassed and bashed in the media constantly. And you wouldn’t be allowed to complain. You would probably say “no thanks,” right?

I ended up with that job and found out what it really means to lead in a high turbulence environment.

I was Dean of a leading business school in Paris and Chairman of the Board of Directors of the top mobile telecom operator in Tunisia when the Arab Spring broke out, turning the already troubled Middle East and North Africa upside down.

Hope

It was a hopeful moment across the region and particularly in Tunisia. Even more surprising was that unorganized youth, impoverished people and Facebook played a huge part in toppling the Dictator Ben Ali, whose stifling reign lasted nearly a quarter century.

After a rocky start for the country after Ben Ali’s fall, the 2015 Nobel Peace Prize went to the Tunisian Quartet, composed of four civil society associations, which facilitated the country’s national dialogue. This dialogue reached a consensus among political parties stipulating that the incumbent Islamists hand over power to a technocratic transitional government.

This was the context when on Christmas day 2013, the then designated Prime Minister Mehdi Jomaa offered me the aforementioned thankless and non-lucrative opportunity. I was asked to be Minister of Higher Education, Scientific Research, and Information & Communication Technologies. How could I refuse?

I tried. My family was against it and it was risky. I didn’t want to turn down such an honor over the phone, so I travelled from Paris to Tunis to meet Prime Minister Jomaa.

When I got there, he pointed out that I had never done my obligatory military service and that it was time for me to pay my dues with a one-year commitment to my country. That was the beginning. I would later become the first minister he hired for his government and a very close collaborator in his core team.

Turbulence

With the two political assassinations that took place in Tunisia in February and July 2013 being among the reasons our government was put in place, our team knew from the start we would be working in an extremely high turbulence environment. We were faced with the threat of being taken hostage; hostile mobs quite often waited for us outside our ministry; at times, we couldn’t go home; our own staff went on strike, and on and on.

How can you start each day being positive and ready to lead under these circumstances?

Despite all of the hardships, it was the experience of a lifetime! Here are five lessons I learned about leading in a high turbulence environment:

1. Build a team with a fresh perspective. When setting up the transitional government, Prime Minister Jomaa didn’t gather the usual suspects from the Tunisian political scene. Like any good leader should, he gathered the best people for the job from far and wide, bringing back countrymen from the US, Brazil, France, Switzerland, the UK, and other places. He picked people who he knew had the skills to do the job and particularly looked for experienced leaders who had an outside perspective without connections to the old regime.

2. Destroy silos. In order to get our monumental tasks done in the short time frame we were given, we had to create a network structure. It was important to collaborate across ministries and hierarchies to move forward. We leveraged the local knowledge and experience of ministers on the ground as a foundation for cross-silo collaboration. For the Prime Minister, it also meant that he had to empower his team to make autonomous decisions.

3. Separate the transformation or innovation team from the traditional part of the organization. Just like a technology company, we intentionally physically set up our “lab” on the opposite side of Tunis, far from the main body of government. Big problems need big solutions and you can’t come up with great ideas when you are bogged down with e-mails and day to day issues. Our job was to come up with innovative ideas to move our country forward and for that we needed the space to think and be creative.

4. Build bonds to strengthen trust. There is no way you can accomplish any major feat, let alone getting an entire country off to a new start, if you don’t trust, respect and have confidence in your team.

To strengthen our teamwork, we got out of the office and did outdoor team building exercises. We met each other during the weekend for social gatherings or to play soccer together. We went on learning expeditions and gathered insights into how challenges like ours have been approached elsewhere. All of this helped us be on the same page and have faith that we could succeed together.

5. Recognize your window of opportunity and set priorities. We had one year to get the job done. In that timeline and with the task of bringing an entire country back from the brink, you have to focus. We made it a priority to set up state institutions as outlined in the constitution, to prepare the ground for fair and internationally-recognized parliamentary and presidential elections before the end of our one-year mandate, to create an investment friendly environment and to resolve ongoing political conflicts. The situation was dire. A sense of urgency can help leaders reach goals. We couldn’t work on issues that weren’t of the most pressing importance.

Success?

So did we succeed? We redesigned the national subsidy system and put the country on a better economic path. We led the fight against terrorism, redesigned the higher education system in the country, formulated a five-year strategic plan for “Digital Tunisia,” created a “country chief information officer” role that reports directly to the Prime Minister. On our watch an SMS-based registration system for national elections was also created. I would say overall we harnessed technology to push the country toward the future.

But sadly Tunisia is now facing an unprecedented terrorist threat following three attacks in 2015 on the Bardo National Museum, on a major hotel in Sousse and on the presidential guard in Tunis. More recently an all-out military style attack by ISIS was carried on Ben Gardane, a Tunisian city on the Libyan border. Because of this, tourism, one of the country’s biggest income generators, has plummeted leaving it in an economically weakened state.

But that’s also how business is. Success one year, or even one week, doesn’t at all guarantee future wins.

Look at Volkswagen in 2015. The formerly top-selling brand experienced a scandal that put its future in danger.

So leaders in any types of organizations need to prepare themselves, mentally and otherwise, to face high turbulence, or else.

Do you have what it takes to lead in high turbulence?


About the Author

Tawfik Jelassi is IMD Professor of Strategy and Technology Management. He was the Tunisian Minister of Higher Education, Scientific Research, and Information & Communication Technologies during a transitional technocratic government in 2014-2015 following the Arab Spring revolution in the country. He is conducting a session on Leading in a High Turbulence Environment at Orchestrating Winning Performance taking place in Lausanne from June 27th to July 1st.

Management Observation Program Best Practice 14 – Criteria Scoring System

StrategyDriven Management Observation Program Best Practice ArticleManagement observation cards are intended to be easy and straightforward to complete in the field. Consequently, the card’s structure should be such that it requires the minimal amount of data collection; reducing the administrative burden (and physical awkwardness) of completing form while ensuring quality performance data collection. Such a structure promotes the number and frequency of observation performance which in-turn yields additional management engagement points and performance data. Key to simplifying management observation cards is a predefined criteria scoring system whereby the observer need only select specific scores for each criteria accompanied by substantiating comments for performance outliers (high and low).


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

The Diversity Dividend: How Balancing Your Leadership Team Can Pay Off

The call for greater diversity at senior leadership levels is not new, although it has itself become more inclusive, extending beyond gender, race and ethnicity, to encompass age, education, socioeconomic background and sexual orientation, as well as experience, skills and talent.

It is also not news that diversifying leadership teams can pay financial dividends for corporations. As early as 2004, research by Catalyst, Inc. showed a significant positive correlation between financial performance and female representation at the executive leveli with female Board representation having an even stronger effect.

Most recently, a new international study by McKinsey & Co.ii showed that companies with gender diverse leadership are 15% more likely to report financial returns above their national industry median, while those with ethnically diverse leadership were 35% more likely to have financial returns that outpace their industry. Sadly, none of the 366 public companies surveyed stood out as leaders on both gender and ethnic diversity axis together.

In spite of the long-established case for balancing executive teams, the C-Suite has remained stubbornly homogeneous. Only 4.6% of chief executives of S&P 500 companies are women, and there are just six black CEOs of Fortune 500 companies currently.iii Progress has been made, but slowly and inconsistently. In their recent study mentioned above, for example, McKinsey & Co. notes that women now represent about 16% of executive teams in U.S. companies overall, calling that “measurable progress” but acknowledging that women remain underrepresented at senior levels globally.


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About the Author

Kim VilleneuveDr. Kim Villeneuve is CEO of Centerstone Executive Search and Consulting, a nationally retained firm serving the consumer sector. Centerstone specializes in executive search and leadership consulting concentrated at the Board Director and Executive Officer level. Kim is also a coach for elite executives, an adjunct professor at American University’s Kogod School of Business, and guest lecturer at The George Washington University, from which she holds a doctorate in Human and Organizational Learning. Contact Kim at [email protected] or at 425-836-8445.

References

i. “The Bottom Line: Connecting Corporate Performance and Gender Diversity” January 15, 2004 Catalyst, Inc.
ii. “Why Diversity Matters” By Vivian Hunt, Dennis Layton, and Sara Prince McKinsey, & Co. January 2015
iii. “Is there a diversity dividend?” Linda Yueh, Chief Business Correspondent, BBC News January 25, 2015 http://www.bbc.com/news/business-30973184
iv. World Economic Forum Annual Meeting, January 2015 http://www.weforum.org/events/world-economic-forum-annual-meeting-2015/sessions/diversity-dividend

Common Business Performance Opportunities

In today’s hyper competitive marketplace, no leader can afford to see his or her organization’s performance remain stagnant or, worse yet, decline. It’s become an imperative as well as a customer expectation that your company’s performance continually improve no matter what business you’re in.

Yet it can be exceedingly difficult for a business leader to pinpoint the performance improvement opportunities enabling his or her organization to achieve its fullest potential.

At StrategyDriven, we’ve had the privilege of helping leading companies around the world improve their performance. Based on this experience, we’ve identified several common performance improvement opportunities associated with the organizational, process, and technology areas that you can look for and implement within your organization to improve overall performance.

Our Common Business Performance Opportunities video explores the organization, process, and technology challenges frequently preventing the achievement of superior business performance.

Business Performance Assessment Programs play a key role in the identification of value-adding performance improvement opportunities that will keep your company on top. If you don’t have such a program or are looking for ways to improve the value of your business performance assessments, register for StrategyDriven’ FREE Maximizing the Value of Business Performance Assessments video series. In this free, five part video tutorial, we’ll show you how to optimally synthesize your organization’s data into actionable performance improvement information.


About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal, and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.