Research shows that one in two employees know what's expected of them at work. A lot of managers think, by default ther their job is mainly to delegate. Just delegating doesn't necessarily get you clear expectations. We also have clear expectations when we know how our work relates to the people around us in their work.
Jim Harter: Wellbeing at Work
Jim Harter is Chief Scientist for Gallup’s workplace management and wellbeing practices. He has led more than 1,000 studies of workplace effectiveness and is the bestselling coauthor of It’s the Manager, 12: The Elements of Great Managing, and Wellbeing: The Five Essential Elements. Jim has also published articles in many prominent business and academic journals and he's the author with Jim Clifton of Wellbeing at Work: How to Build Resilient and Thriving Teams*.
In this conversation, Jim and I discuss Gallup’s recent research findings on what managers and organizations can do to support wellbeing at work. We highlight the five key elements of wellbeing from the research and the obstacles that managers and organizations face in supporting these. Plus, we share practical steps that each of us can take to support wellbeing among the people in our organizations.
Key Points
People report that their strongest links to net thriving are “my job” and “my manager.”
The five key elements of wellbeing are, in this order: Career, Social, Financial, Physical, and Community.
Many people report that “time with a manager” is the worst part of the day.
To support better wellbeing, make it a part of regular career conversations.
Have open conversations about pay philosophies. Data shows this is even more important than the actual salary.
Giving meaningful feedback every week is a basic requirement of management.
Gallup’s data shows that only half of employees worldwide know what is expected of that at work, a significant contributor to stress and anxiety.
Resources Mentioned
Wellbeing at Work: How to Build Resilient and Thriving Teams* by Jim Clifton and Jim Harter
Interview Notes
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