Performance is the heartbeat of every thriving organisation, defining how we adapt, excel, and stay ahead.
In this edition of Imagine Magazine, we delve into the strategies that help organisations accelerate without burning out. Explore how tailored onboarding sets the pace for success in “Getting Up to Speed” (p.24), discover the art of balancing speed with care in “Fast, But Not Furious” (p.12), and learn how to lead highperforming teams in “Lessons from Leading High Performance on the Pitch” (p.08).
By understanding what drives performance at every level, organisations can deliver smarter results, create dynamic teams, and stay competitive in today’s demanding landscape. Whether you’re leading a team, designing new systems, or refining your approach to growth, this issue offers the tools to help you move faster and perform better.
All rights reserved. No part of this magazine may be reproduced, in whole or in part, without written permission from the publisher. Whilst every effort is made to achieve total accuracy, we cannot be held responsible for any errors or omissions within this magazine.
To work with us please contact: info@interactiveworkshops.com or call Chris Lissaman on +44 (0)20 3318 5753
interactiveworkshops.com
Jonna Sercombe CEO & Founder Interactive Workshops
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‘Slowing Down to Speed Up’ might actually make perfect sense.
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THE MODERN WORKER’S PARADOX
How does a desire for employers to take a holistic approach to employee care sit alongside a desire to keep personal and private life separate? Chris Lissaman grapples with the paradox.
Today’s employees expect more from their employers than ever before — seeking not just a paycheck and a safe workplace but meaning, belonging, and happiness.1 Are we blurring the boundaries of our professional and personal life? Can we as employers, leaders, managers, or colleagues provide this holistic care without overstepping the role of the employer?
The Case for a Holistic Approach
On one hand, a caring employer or manager makes a job a joy. Organisations that focus on well-bein — over net promoter scores — will more likely retain staff. These employers care about what holistic human performance looks like for the whole person, their life, and their flourishing. Good emotional intelligence can help us manage and improve our relationships and make a positive impact on the well-being and happiness of our colleagues. Organisations that prioritise employees’ holistic health often achieve greater innovation and performance.2
But is there also a dark side to the holistic care of the employee?
The Dark Side of a Holistic Approach
In an age of information privacy, considering an employee’s well-being can, in part, feel intrusive. This hasn’t traditionally been within the remit of the employer, beyond creating safe working conditions. An employer’s care for the whole person asks for more than just for the competent completion of a job. It asks for an insight into the employee’s well-being. Managers may feel obligated to pick up on subtle clues about employees’ overall well-being from what they share of their home life, their mood, or their stories from their weekend. What if that employee doesn’t want to share? What about the worker who just wants to turn up and do the job they’re paid to do, without feeling like their whole life is being reviewed?
Many would say: “My employer has a duty of care.” Many would say: “That’s none of your business, actually.” Most of us want to say both.
As employees, we want our employer to take our home life into account. If we have a long commute, we might expect more grace if we’re delayed on the train. Or we might hope for, ask for, or expect a generous maternity leave when preparing for a new family member.
At the same time, while we may wish for employers to step beyond traditional job provisions — offering support that acknowledges personal circumstances — we often desire privacy and separation between our home lives and the workplace. We might be conscious of factors outside of our on-job performance influencing perceptions, beliefs, or decisions.
This is the modern worker’s paradox.
We want to be treated purely for the job we do. AND
We want to be valued for who we are, not what we do.
Straddling the Paradox
How can employers balance respect for privacy with genuine care? Try the CARE framework below to straddle the paradox:
1. Check-ins with Boundaries
One-to-one meetings can focus on professional goals whilst also leaving room for employees to share personal challenges at their discretion. One manager I had always had a go-to question to allow the opportunity to share how I was doing holistically: “How’s your inner man?” Easy enough to reply: “Fine, thanks!” or give a more vulnerable answer. Give room without probing for details.
2. Anonymous Feedback
Provide ways for employees to share opinions, suggestions, or concerns, including any well-being needs or skills gaps, without fear of judgment or exposure. Then, act on trends to provide tailored support across the board, without requiring employees to explain their need for them. For example, if anonymous feedback reveals that stress over workloads is common, the employer could implement a workshop on prioritisation or resilience that is open to the whole team.
3. Recognise Individual Styles
Knowing our colleagues well, whether from time working together or an understanding of their personality profile (Insights, DiSC, Myers-Briggs, etc.), can help us understand how private that person is likely to be. Some people will rarely share a struggle in a message but will happily open up in person. Others can only feel comfortable articulating a challenge by writing it down.
4. Emphasise Outside-of-Work Achievements
Whether picking up the keys to a new house, getting a dog, opening a book shop, getting engaged, winning a golf tournament, having a baby, starring in a play, finishing radiotherapy, running a marathon, or leading your football team out in a Premier League stadium*, showing support for our colleagues’ extra-curricular success — without any pressure to share — is a great way to show our care about their whole flourishing.
With thoughtful strategies for handling the paradox, we can create organisational cultures that support professional performance and personal well-being.
*All of these are real achievements our team shared on Slack in the past year. Kudos team! Sources: 1S&P Global — Prioritizing employee wellbeing
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