Paper
Workplace Wellbeing Coaches: How Dynamic Leaders Can Become Coaches to Foster Wellbeing
By Jessica Ruggles
Key takeaways:
Organizational spend on benefit programs helps to drive value and talent retention, but the actions of a poor manager may negate those positive eff ects. Organizations can address those challenges and improve outcomes by empowering managers, and
championing leaders, to act as wellbeing coaches. Purposely investing in employee wellbeing impacts engagement, ultimately benefiting the organizations and communities in which they serve.Leaders of people, whether in a large company or small business, recognize that the evolving workplace landscape is diverse and dispersed, with flexible workspaces and work hours. By acknowledging and fostering the various skills, experiences, and preferred levels of engagement of their employees, managers should evolve alongside their teams to support them as coaches — focused on wellbeing, individual needs and accountability, and championing growth.
Worker wellbeing impacts all aspects of performance within professional development as well as personal goals. Having a coach can help provide guidance for short -and long-term targets.
With global change and innovation, managers are constantly asked to pivot—from managing performance and aligning deliverables with strategic priorities to providing guidance and leadership amid disruption and uncertainty. While numerous responsibilities have been placed upon management, the changing landscape of talent is adding another layer of complexity. What will it take to engage and retain talent? The evolving answer may lie with managers.
