One of my core responsibilities when I served as the first Chief Wellbeing Officer (CWO) at the CIA was to identify what drives employee wellbeing. This included understanding what drives the negative (stress, anxiety, and frustration), as well as the positive (resilience, connection, readiness), and identifying solutions to achieve mission performance.
When I meet individuals who are curious about the CWO position, I usually share two questions I ask of employees so they can understand a bit more about the role:
What aspects of your work increase your stress levels, prohibit your growth, or prevent you from performing at peak levels?
What aspects of your work give you energy, enable you to perform at peak levels?
The conversation can last from 10 minutes to over an hour after I introduce these questions. I usually hear about work processes that are inefficient, governance required to gain approvals, poorly designed technology platforms, and leadership behavior. Regardless of where the conversation goes, the person is intrigued and wants to learn more because human beings are innately interested in performing well at work and in life.
For most organizations, this conversation can be a first step in identifying what “matters most” to employees and identifying key priorities that the organization should consider if peak performance is the goal. When executed well, it’s a conversation that empowers leaders to think differently about internal risks, establish a baseline for organizational wellbeing, and explore a strategic approach.
There are many aspects of our work that prevent organizations from operating at peak performance. When we understand what drives the negative (stress, anxiety, frustration) and the positive (resilience, connection, and readiness), we will make better decisions. Intuitive leaders design work and cultures that drive business performance AND the wellbeing of employees to sustain peak performance levels.
What if you were the CWO of your organization, what would you address first?
