The lessons from Gallup’s 2017 article linking employee well-being with their manager’s efforts apply more than ever today when we are in the thick of a global pandemic. Here’s what Gallup had to say about the important role managers play in their employee’s well-being and how it applies to 2020.

Worker Well-Being and Performance

Gallup divides well-being into five categories:

  1. Purpose
  2. Social
  3. Financial
  4. Community
  5. Physical

Workers that are doing well in all of these categories have lower absenteeism, have better customer service ratings, adapt to change well, and solve problems faster than employees that don’t do well in all five of these elements. Gallup says they also stay in an organization longer; 81% of workers that score highly on all five areas of well-being are less likely to seek out a new employer in the next year.

Given these statistics, companies should strive to have workers score high on these well-being categories. But how do managers contribute to the well-being of their workforce?

Managers and Your Well-Being

Managers have a huge impact on their employee’s lives. They make or break the employee’s commitment to the organization. But the idea of well-being is a bit nebulous, and some managers may wonder exactly how they could positively impact workers in these areas.

Managers set the tone of the workplace. Gallup says managers wield, “the power to make or break the development of a culture of well-being.” They suggest managers can wield this power in four key areas to help maintain the well-being of their employees:

  1. By creating a culture of invitation for their workers. An open, inviting atmosphere is one in which the employee would feel empowered to do their job well, instead of the closed environment of micromanagement, or carrot and stick.
  2. By providing employees with opportunities to grow, expand their knowledge, and take on more responsibilities. Managers should offer employees room to learn new skills and have ways to advance in the company.
  3. By modeling behaviors that the employee should adopt, managers can foster well-being in their workers. For example, achieving work/life balance or treating other employees with kindness spreads goodwill throughout an organization.
  4. By caring about their employee’s well-being. Workers should understand that business outcomes are the icing on the cake; managers should take care of workers, and productivity will improve. Managers should express that they care about the lives and health of the people that work for them.

Managers must understand that their employees remain their biggest asset. They must invest in their workforce to help them improve and nurture their well-being as people and as employees. Organizations that focus on training managers to respond to workers in these ways will reap the benefits of improved production and longer employee retention. As the adage says, employees don’t leave companies, they leave managers. But if managers are offering their best effort to support the well-being of their workers, you will tighten the bonds between your workforce and your corporate goals.

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