Enhancing Wellbeing in Business: How UBalancer Solutions Supports Leaders in Volatile Times
Why is creating a sense of wellbeing at work such a rare commodity in the business world? What is being done to build it into company culture? Can coaching help executives and business leaders foster wellbeing with employees, even in times of stress and rapid change? Let’s learn from our network and see EQ coaching in action.
Alison Lalieu, CEO of UBalancer Solutions, a national network of professional neuroleadership coaches based in Australia, describes the challenge organizations are facing today: “Most of the coaching programs that we are asked to roll out at the moment are around people who are frightened of what’s coming, of losing their jobs to change initiatives, and frightened of what this all going to mean; they’re trying to prepare themselves, but by the same token they really don’t know what to do. There is a desire for a leadershift, finding a new way of thinking, infused with emotional intelligence and conversational intelligence skills to better navigate the volatility, uncertainty, complexity, and ambiguity that abounds.”
So what can leaders do when their employees are skittish, distrustful, and anxious? For starters, they can learn to stay calm and focused so they are in better places to respond rather than react, and to make wholehearted strategic decisions engaging their logic and the critical information to be gleaned from their emotions. Alison is optimistic about their ability to embrace this mindset.
“We’re getting lovely successes,” she reported. “It’s about deeply infusing a brain-based approach, the neuroleadership approach, with EQ. We see shifts in the way people are thinking and increases in their level of trust. It comes down to helping people to slow down and build some mindful practice into their days. Finding even 10 minutes of silence each day, to just be with our thoughts, appreciating with presence the good things we do have, and learning strategies to stay calm in the face of this time of incredible change and distrust.”
How Trust and Fear Drive Leadership
Trust, a key ingredient in being able to achieve personal wellbeing, is also at risk. As Alison said, “We are required to form trust more quickly than perhaps was asked of us previously, and this further fuels uncertainty. Certainty is one of the primary needs or drivers of our brains, and so it’s no wonder that people are struggling with the current state of the world.”
What exactly are these clients afraid of? Why is their trust, and their sense of wellbeing, at such a low ebb? Alison sees a long laundry list based on lack of security, uncertain employment, and changes in the skillsets that are going to be required in a world of automation, artificial intelligence, and robotics. The pace of change has instilled a fear of the unknown that hums underneath the surface.