Have US insurance companies found the key to a more engaged workforce?

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My husband works for an American finance company that is based in two locations across the US - Greenwich CT and Austin TX - and here in London. The company is run by Americans and has, what I term, a very American feel. 

"I often here about little quirks that we don't adopt here in the UK, like Assistants Day where executive assistants (or PA's as we call them) get given flowers and gifts to celebrate their good work. A great way to engage!"

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The latest quirk

Everyone, in the 100 strong company, recently had the opportunity to take part in a fitness scheme, much like 'The Biggest Loser', to lose a defined amount of weight and get healthier.  

Of course, many companies adopt strategies like competitions and schemes to encourage their employees to be healthier, and ultimately to increase engagement at work, but this fitness scheme is a little different. 

Different how?

In the US, health insurance costs are through the roof, and in private companies, it is often the company that foots the bill. In an attempt to lower costs many companies are given money by their insurers to encourage their employees to live healthier lives and thereby reduce premiums. 

"My husbands company was given $50,000 by their insurer to invest in staff health and wellbeing."

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How did they invest the funds?

They chose to invest part of the funds in Fitbits for everyone who wanted to take part in the scheme. Out of the 100 people who could take part in the competition, 30 people took on the challenge. Each person had a maximum of 12 weeks to lose the weight they had agreed to lose, and they could track their progress using their Fitbit.  

Who benefits?

Everyone does. It's win-win all round.

• Companies who take part have an incentive to save on their insurance premium costs
• Employees benefit because they are encouraged to be healthy
• The health insurer may lose funds in premiums, but less insurance claims means more money in the bank. 

"Insurance claims for obesity in the US cost anywhere between an estimated $147 - $210 billion per year."

"The real question for us in the engagement field is, does it help to engage people at work?"

This scheme also has inadvertent benefits for both employer and employee. It means companies: 

• Take a bigger interest in their employees lives leading to increased understanding of their needs at work and how to meet them
• Facilitate stronger working relationships between employer and employee, and employee to employee
• Are encouraged to give their employees free time to exercise leading to more alert employees when at work and employees feeling fitter and healthier.

Since the Fitbit challenge, my husband has been eager to beat his number of steps per day and that of his colleagues. He's felt fitter, healthier and more motivated at work. He says his colleagues have had similar experiences. 

The right employee wellness programme can certainly help to get people more engaged at work, and have positive effects for health insurers, organisations, employees and society as a whole. 

I'm hungry, are you?

We're all hungry.  Hungry for information, data, updates, something to inspire and excite us... it's an epidemic.

In today's technological world, it's so easy to find your latest fix. We only have to pick up a mobile phone and we're greeted with a world of knowledge, where we can find out anything about everything.

How many times have you been in a conversation with someone and they say "hang on, let me just Google it." It happens everywhere; we're hungry and thirsty for any soundbite we can get our fingers on.

"So if we're so hungry why is it so difficult to get people to engage in your content?"

If you want people to read what you want to share the information needs to be:

• Relevant
• Interesting
• Delivered by someone who inspires the reader 
• About a topic the reader needs / wants to know
• Short and to the point - with regular headings / subheadings / breaks and interludes. 

"As a writer it's easy to get lost in the art of writing what I want to write; the goal is writing what your audience wants to read." 

In organisations, we experience a similar problem. 

We often misjudge how much information we need to give employees when changes are afoot. The message has always been 'communicate, communicate again and then communicate some more.' This is true, it is vital to keep people informed if you want to keep them engaged, but if you want them to absorb the information, make sure your message is succinct.

Ask yourself:

• Who do people want to hear from?
• What do they want to hear? 
• Do they really need to hear it?
• How succinctly can I say it?
• Will an image say it better?

Communicate well and your few words will tell a much bigger story. 

Why start with Why?

I recently re-watched Simon Sinek’s Ted Talk, ‘Start With Why?’. Simon's talk is one of the most popular Ted Talks of all time, according to Wikipedia it ranks 3rd in the list. This got me thinking; why is 'Start with Why' so popular? 

The Content

The talk is based on a theory Simon calls the 'golden circle'. The idea is that people are more likely to purchase your products if they are given the opportunity to understand why you do what you do, not only what you can sell them. People need to know the how you will provide something for them and what you will provide, but first they need to understand why you want to do so. 

Let's consider a hugely successful charitable event, Red Nose Day. The reason this charitable drive is so successful is that, from the outset, we are informed and given the information to help us to understand what a huge difference our donations will make. The 'why' we need to give to the charity is at the forefront. The what we need to give and how to give it is secondary. In addition, the presenters, usually comedians or popular TV hosts, are people who we already follow because they inspire us or make us laugh, so when they drive a cause we believe in that too. As Simon frequently says throughout his talk: 

"People don't buy what you do; they buy why you do it."  

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Effectively, what Simon is telling us, is the need for people to consider the importance of a sense of purpose; the why they do what they do. 

The same is true for employees in an organisation. To inspire people to act for the good of your organisation you need to help them to understand why it's important to you, to them, and to the wider world. 

The Delivery

So, Simon has a great message which people can relate to, but that's not all he has. He is also a great presenter, and this helps to keep his audience engaged throughout his talk. 

His speaker style is slow and considered, apart from when he is saying the phrase above when it feels as though he is repeating a mantra. By the end of the talk, it’s difficult to forget his message. He also provides lots of relevant and popular examples as evidence that his theory works. 

So why is 'Start with Why' so popular?

Simon brings an important topic to life in a memorable and exciting talk. He shows us through both content and delivery that engagement is not just a one trick pony. Engaging the people around you takes considered effort, with a drive to create a buzz about what you do and the added need to communicate it in a way that inspires and excites your audience.  

Are some people just unable to change?

A couple of days ago I came across a mini-film about a guy who used to be in the RAF. After many years serving he injured an injury that doctors said had left him permanently disabled. He was told he would never walk unaided again. He was obese and chronically depressed; there seemed to be no hope. The film showed his search for a yoga teacher who would take on his plight and help him to walk again. The film finished with him running in his local park. Somehow, he managed to turn his life around.

As I watched the video, I couldn't help wonder where he got his strength, both physical and mental. I wondered what made some people fight towards a goal and others give up and accept defeat.

I started to think about the things that stand in the way of us making changes in our lives; things like:

• Finances
• Education
• Confidence in yourself and your goal
• Support from those around you
• Environment - where you live or work.

There are likely many more reasons you or I could come up with, and every one of them would be a valid reason. 

The man in the film I described above had many obstacles in the way of his goal - to walk again - the major one being doctors telling him it was medically impossible. Somehow he overcame these obstacles. 

So what got him there? 

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When I was a student, I remember a tutor of mine saying to me "change isn't hard." I questioned him and said that change was hard and how could he think it wasn't? In organisations, we often see resistance to change and many times we struggle to help the people around us get past such resistance. 

He said to me: "it's not change per se that is hard, it's a particular element of change that is hard for that person." He meant that if we bundle all changes into one phenomenon we lose the nuances of what is actually causing the resistance to change. For example; an employee may have a resistance to using a new system in the workplace for many reasons:

• They don't know how to use the new system
• They have a fear of using particular parts of a system - perhaps a certain spreadsheet or application
• Changing their routine takes effort, and people don't see a value in why they need to change
• Changing means, they lose something they had by doing it the 'old way.

The point is, it's the detail about why the person is resistant to change that provides the insight into helping them get to the new destination. 

Think about a time when someone told you to change something, or you told yourself to make a change "I need to go to the gym more." When you told yourself to do these things was there an intrinsic reason attached to why you needed to change? Did you know how to make the change? E.g. what classes to take, or exercises to use? Did you feel sad when you thought about the time you'd lose with friends because three nights a week would be spent in the gym? 

All of these factors influence your motivation to change. If you have a goal in mind that makes your change effort worthwhile (and you gain the necessary skills to make the change possible) the change suddenly becomes a lot easier - and more enjoyable - to implement. 

The guy from the film so desperately wanted to walk again that he refused to accept his fate; he found a person to help him develop the skills he needed and his goal was so vitally important to him personally that he couldn't let it go. He had a sense of purpose.  

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In organisations, people often don't understand why change will benefit them, and often managers don't think about communicating the need for people to change in a way that brings them some sense of satisfaction. We all need to feel the effort we expend is giving us some sense of reward, and intrinsic rewards, namely: 

• Feeling they are committing to a broader meaningful purpose and
• Feeling that they are competent at their work, but are also significantly challenged for their ability,

 will always achieve longer lasting results and more satisfied employees. 

6 Atypical Ways to Get & Keep New Hires

There's always one. That person in your team who makes it difficult for everyone else. They are the ones that turn up late, have a bad attitude, are negative towards the rest of the team, and consistently look like they'd rather be at home in bed than at work.

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You've tried everything. Weekly check-in meetings, the option to work from home once a week, and countless 'thank you, you did a great job' emails. Nothing works. Joe has been with the company for six months and, despite his glowing CV and track record in the field, you think you made a bad choice bringing him into the team.

So what went wrong? 

Unfortunately, when you get a new person into a role you barely know them from Adam. Going through the 'interview process', it's easy to forget that we are dealing with real people. Even the labels we use in recruitment evoke distance and detachment between the company hiring and the individual being hired.

How can we know who we're really hiring? 

Unfortunately, people often come to a new role to escape something; they: 

• were a bad fit for a team
• didn't feel challenged
• didn't get along with their boss
• had outgrown the role
• wanted a higher salary for their efforts
• or, they were in a bad place in life, and they thought a new job would be the answer.

With all of this going on, it becomes rare that a new role will meet all of the person's expectations. 

So what's the answer?

The hiring processes used in today's workplaces are designed to help us know as much as we can in a short period and a cost effective manner. This means making drastic changes to hiring to allow us to spend quality time with future employees before they join the organisations is, in most cases, not possible. 

"We can't ever truly know who we're hiring, but we can get a positive and honest culture in place right from the outset."

Here are six great ways to get and keep the right new hires:

1. Ask them to be completely honest with you in an interview. 

Sometimes people arrive at your organisation just because they need a job. When this is the case, they are keen to say anything, or claim they will do anything in a role, even if its not their strength. Be sure to ask people what they love most at work. You'll see their face light up when they are being really honest, and it will help you to know if they are really right for the role. 

2. Try the informal approach:

Take your new starter out of the office for a coffee. Being in an informal setting can help people to be more open and honest with you about how they are settling in, and they will be more likely to share what's working and what's not. 

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3. Ask the questions you don't want to know the answers to:

Try not to ignore the situation when people are difficult, there's always a reason people are challenging. Work with them as much as you can and be sure to ask the tough questions; "you seem down, is there something going on at work or home that we can help with?"

4. Give people options:

Help them to feel that if this wasn't the right move for them, or you, that you will give them support to find what is. Perhaps help them to move to another part of the company if that's and option. 

5. Make sure they know the cooling off period is for them as well as you: 

Encourage people to consider that the first few months they are in a role is as much a time for reflection about whether it's what they want, as it is for you to decide if they are a good fit for the role. Giving people a sense of control - and allowing them to continue to go to interviews if either of you is unsure - is a good way to help people feel engaged and not trapped. 

6. Give people the opportunity to make a difference: Your new hire has fresh eyes into the business, and the freshness isn't there forever so use it wisely. Ask people to tell you what works well here and what doesn't, and listen to them! Listening to and acting on the views of your people is a great way to engage them. 

Learning to Fly

Last week while travelling on a BA flight from Venice to London I picked up a copy of the BA in-flight magazine 'business life, where next?'. I often pick up the in-flight magazines for something to entertain me while I fly, but I usually finish reading them before the engines start. The business life magazine offered a fresher, more upbeat read and I found some interesting work related titbits.

Many a time I've sat on a bus or tube and prayed that people wouldn't speak to me. I would know I had a mountain of work to do, or that I just felt like staring aimlessly out of the window and enjoying a few free minutes to myself. Then it comes, that fateful 'hello, how are you?' to which I answer 'fine thanks', being careful not to ask the same question back through fear of being held in conversation. It speaks again; 'so, where are you headed?' Damn, people are looking, expecting me to engage; the perpetrator is not going to give up. I'm hooked in. So the conversation continues. At first I resent my precious time being stolen, then, from somewhere, I find I'm beginning to enjoy the chat; hell, I'm even smiling!

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It's my stop; it came around quickly. I get off the Tube, and bizarrely I feel some sense of fulfilment. I smiled and made someone else smile. It feels good.

BA's research showed that people in such situations, who had impromptu interactions with other, had more positive travel experiences than those that didn't. So, if interactions make us feel so good, why do we avoid them? Should we give ourselves that little push to be more social animals, even when we don't feel like it? And if we do, what could we gain from it?

As humans we often fear the unknown; it's part of human nature. We don't know if we will like the other person, or if they will like us! So it's easier to avoid at all costs. But are we missing out?

BA are currently testing a new kind of seat on their aircrafts; 'Priority seats - for people who want to talk business.' These seats allow passengers to opt to sit in seats next to other people who have requested communication between passengers. The idea behind it is that after a good chat, and potentially picking up a business contact or two, people will feel more positive about their journey.

What do you think?

business life is available to download free from the App store. I found it an interesting read, perhaps you will too.

How to Unleash Your Creative Dragon

Yesterday I was chatting with a colleague about the conditions we need for our creativity to flow. In a time when I feel under constant pressure to achieve in life, this enlightened me and challenged me to shift focus.

Back in my undergraduate years I studied the concept of psychological flow theory. Flow theory states that to experience flow its vital to have, and believe in one's, ability to achieve, but also to feel challenged enough by a task that it stretches you. Even now, ten years later, I remember the conditions required to feel the desirable state, and I often notice myself falling into a flow state as I work. The problem is, as soon as I notice I am 'flowing' I lose the flow and revert to normal functioning.

When I am in a flow is when I feel I am being my best creative self. Over the years, I've learned that for flow to occur within me I need uninterrupted space, without external noise, self-acceptance and confidence in my abilities (or a lack of internal noise).

I was saying to my colleague that the time I often feel most creative is when I am laying in bed at night just before I go to sleep. This is the time when my mind is most quiet. I spend a lot of my waking day surrounded by external noise from everyday life. This includes the internet, email, social media, phone calls, people talking, all of which in turn creates noise in my head, or my internal voices so to speak. These are the voices of self-doubt, criticism and fear that often make me question my abilities. The noise is what disrupts my flow.

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So how can we ensure we leave space for creativity. Well, the other thing we discussed is that making a specific space to allow yourself to be creative can be disruptive to creativity because it forces the mind to do something it is potentially not ready to do.

What we need to do is give ourselves the freedom to think and be ourselves as we work. As soon as we forgive ourselves for being less than perfect and for not always meeting expectations placed on us by others or ourselves, suddenly the creativity flows. It may take time and hard to accept that a structured plan of 'must achieve' is not always the most productive way to create output. But if we do what we feel, and what we believe in, the rest will come. For creativity to flow we need to hush not only the external noise but the internal noise too.

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"When we stop thinking about what we should be doing and start doing what feels right, suddenly we find ourselves in the place we always wanted to be."

My friend used a great analogy, which may seem somewhat crude but is a very useful thing to consider when we look at the conditions required to be creative.

Do you ever make yourself need the toilet? If you say to yourself, right, I haven't been to the toilet today I must go, can you go? No! Of course not, your body will tell you when it's time to go. It's much to the same with what we create. Making the body do something does not mean it will oblige. Sometimes we just have to let nature take its course.