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Losing a family member or friend is an emotionally overwhelming experience that requires time to grieve, reflect and manage necessary arrangements.&nbsp;



For employees, it also means navigating the challenge of stepping away from work.



While many companies have bereavement policies, these policies aren't always comprehensive or flexible enough to meet the diverse needs of grieving employees.



According to Justin Clifford, CEO of Bereave—a workplace solutions company specializing in bereavement leave—there are a few key bereavement policies every organization should consider having in place to better <a href="https://successcom.wpenginepowered.com/how-to-support-a-grieving-friend/">support their workers</a> in moments of loss.



<h2 class="wp-block-heading" id="h-include-pregnancy-loss-in-your-bereavement-policy">Include pregnancy loss in your bereavement policy</h2>



First, consider including leave for pregnancy loss in your policy.



Many bereavement policies address only bloodline relations, overlooking the profound impact pregnancy loss can have on families.



While some companies are starting to include time off for pregnancy loss in their policies, a lot of the stagnation in the past has come from it being really hard to talk about, Clifford says.



“It is much easier when you're creating policies to call your benefits broker and/or benefits advisor and figure out, what's benchmark?” he explains. “It's easy[ to] say…&nbsp; 'That's benchmark, we're just going to stick it in,' and we're not really going to consider what happens in these really difficult moments of our employees' lives.”







Most leaders, unless they’ve experienced it themselves, don’t have a clear guide, and there’s no playbook for handling these situations, he says.&nbsp;



As a result, many companies struggle to create thoughtful policies that truly support their employees.&nbsp;



Instead, they often rely on simply reusing last year’s policy, missing the opportunity to provide meaningful assistance during critical times.



<h2 class="wp-block-heading" id="h-include-pet-loss-in-your-bereavement-policy">Include pet loss in your bereavement policy</h2>



Another policy some companies are starting to include is leave for pet loss.



More progressive organizations recognize that grief isn’t limited to the death of a person, it can also stem from the loss of a beloved pet, says Clifford.



“We talk to people all the time who say that [their] relationship with their parents isn’t [as strong as the one with their] dog or cat, and for them, the loss of a pet would be more profound than most human losses,” Clifford adds.



Pets have become such a significant part of people's lives that even workplace Slack channels often have a dedicated section for talking about pets.



“The role that pets play in many families is a very significant role, and that loss can be very profound to a lot of people. So, to not include pets is to almost create a policy that is void of people's lives and people's families,” Clifford says.



<h2 class="wp-block-heading" id="h-remove-eligibility-by-relationship-in-your-leave-policy">Remove eligibility-by-relationship in your leave policy</h2>



One way to improve your bereavement policy is to recognize that all families are different.



“Most of the policies that we engage with say things like you get five days for



direct relatives,” Clifford says.&nbsp;



These policies typically list who qualifies as a direct relative, often including a child, spouse, sibling or parent—but excluding relatives like an aunt, uncle or close friend.&nbsp;



Policies like these don’t account for the different emotional weight that various relatives carry for people.



Clifford offers an example from his own life. “I had an uncle die… that I saw maybe once a year. I also have a friend in high school who was raised by his uncle. Those two people are going to be treated the same with a bereavement policy that references uncles,” Clifford says.&nbsp;



When crafting your policy, it’s important to recognize that every family is different. Instead of setting a blanket rule of five days for direct family members, consider adopting a more flexible approach.



Your policy could state something similar to:&nbsp;



We won’t dictate who you love or who you feel the closest to, nor will we ask you to name those people.



Instead, we'll give you time for your losses, whether you're the executor of a will or need space to grieve and mourn. We’ll offer that time based on trust—trusting that if you say you need it, you truly do.



<h2 class="wp-block-heading" id="h-best-practices-for-creating-a-bereavement-policy-nbsp">Best practices for creating a bereavement policy&nbsp;</h2>



When it comes to creating an ideal bereavement policy, there isn’t one that will fit all companies.



“It does depend on the company and the culture and what you're trying to achieve,” Clifford says.&nbsp;



Still, there are a few other key features worth considering.&nbsp;



First, it’s important to ensure your bereavement policy aligns with other company policies.



For example, many companies offer 90 to 120 days of paid parental leave, yet their bereavement policies may only provide three to five days off, sometimes unpaid, Clifford explains.



This imbalance sends a mixed message: It suggests that bringing a child into the world deserves a quarter of a year off with pay, but if that same child were to pass away, the employee is only allotted a few days.&nbsp;



The difference in how these life events are treated by one-size-fits-all bereavement policies send different signals.&nbsp;



While parental leave is often celebratory, it's important to consider why that time off is provided, usually for attraction and retention. “Align your bereavement policy in a similar fashion,” Clifford says.&nbsp;



Another important feature is ensuring equity across job titles.&nbsp;



“We hear all of the time about a C-level executive getting or taking more time than an entry-level frontline employee because they have the title,” Clifford says.



<h2 class="wp-block-heading" id="h-beyond-your-company-policy">Beyond your company policy</h2>



When an employee returns from bereavement, there are practical steps that managers and companies can take to offer <a href="https://successcom.wpenginepowered.com/how-to-support-a-grieving-friend/">meaningful support</a>.



One idea Clifford suggests is allowing the employee to bring a friend or a buddy to the office on their first day back to provide them with emotional reassurance.



Or, if you’re a manager, you can also try meeting with your employee privately prior to the team meeting.&nbsp;



This small act can help ease the transition, helping them avoid the discomfort of facing the entire group immediately upon their return.



Ultimately, while having a supportive bereavement policy in place is essential, it’s often the small, thoughtful gestures that make the biggest difference in helping someone navigate their return to work after a loss.



Photo by PeopleImages.com - Yuri A/shutterstock.com.

Learn how modern, flexible policies help organizations better support grieving employees and foster a more compassionate work environment.

Learn how more modern, flexible policies help organizations better support grieving employees and foster a compassionate work environment. | SUCCESS

Thinking Differently About Bereavement Leave

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Thinking Differently About Bereavement Leave | SUCCESS

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Alyshia Hull is a freelance writer born, raised and currently living in Upstate New York. She attended SUNY Oswego and has been writing in the business space ever since.

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Just about everyone has worked with a Complainer at least once in their career. You know the type—always criticizing upper management, predicting the company is going down the tubes, saying not enough money is spent on advertising, etc., etc.&nbsp;



According to <a href="http://www.willbowen.com/" target="_blank" rel="noreferrer noopener">Will Bowen</a>, author of A Complaint Free World, the average person complains between 15 to 30 times a day. Even if you try to ignore the Complainer at work, they constantly pollute the atmosphere and wear down the enthusiasm of the other employees.



At first glance, a simple solution is to have a heart-to-heart conversation with the Complainer about your concerns, and if that doesn’t work, start the dismissal process with written warnings.



But this solution is not so simple if the Complainer is also the Superstar. Perhaps he or she is your top salesperson or is constantly coming up with creative ideas. Or they can recite the tax laws backwards and forwards. Maybe they developed the software the company depends upon and is the only person who knows how to debug it. Then the decision is not so clear cut. Should they stay or should they go?



<h2 class="wp-block-heading" id="h-managing-the-complaining-star-employee">Managing the complaining star employee</h2>



At the risk of your Superstar becoming defensive, your first step is to have a conversation with them about the constant complaining and how it creates a <a href="https://alleer.com/" target="_blank" rel="noreferrer noopener">toxic work atmosphere</a>. <a href="https://alleer.com/" target="_blank" rel="noreferrer noopener">Steve McClatchy</a>, an expert in conflict resolution, a consultant for the Fortune 1000 and author of the new book, Leading Relationships: Build Meaningful Connections, Eliminate Conflict, and Radically Improve Engagement, suggests what to say and how to say it.&nbsp;&nbsp;&nbsp;



“Every work problem usually falls into two categories: a broken agreement or a person who doesn’t know how to do something,” McClatchy says. “Complaining all the time to the wrong people who can’t do anything about a particular issue is a broken agreement in the workplace. Ask the employee in private, ‘Would you be open to an insight to help you move forward and be more successful?’”



Assuming the answer is “yes,” McClatchy advises to say, for instance, “Instead of giving feedback to the person you’re complaining about, you complain to people who can’t do anything about the issue, even if it is a legitimate grievance. Do you notice you do that? I never want to see that get in the way of your success.” He notes that you should keep “absolutes” out. Avoid sentences like, “You always complain” or “You never have anything positive to say.”



If the employee responds, “Well, that other department stinks at what they do,” suggest giving that feedback to the people in charge in a diplomatic way, McClatchy advises. “[Then] ask, ‘Can I count on the fact that you’re not going to complain anymore? This may be an issue you have to tolerate, or decide to part ways with us,’” he says.



“If the complaining behavior continues, now you have a broken agreement and the employee needs to be held accountable,” he says. “Say, ‘I need your help with something. We agreed you would stop complaining to people who can’t do anything about it and you are still doing it. Is this something you can tolerate without complaining or do we need to part ways?’.... If they don’t apologize and even if they are the Superstar, you may have to start the documenting and dismissal process. At the end of the day, you need to decide if the negative impact of their behavior is greater than the positive impact of their job performance.” &nbsp;



<h2 class="wp-block-heading" id="h-weeding-out-the-chronic-complainer">Weeding out the chronic complainer</h2>



Spotting a chronic Complainer before they join your team is a good idea. Workplace communications expert, <a href="https://jongordon.com/" target="_blank" rel="noreferrer noopener">Jon Gordon</a>, whose books include The No Complaining Rule and bestseller Difficult Conversations Don't Have To Be Difficult, says, “I always advise my clients to tell everyone during the interview process, ‘We have a no complaining rule here. If you are a Complainer, this is not the right place for you unless you can also come up with a solution.’”



<h2 class="wp-block-heading" id="h-other-ways-of-dealing-with-complainers">Other ways of dealing with complainers</h2>



In addition to having a discussion with the Complainer, here are some things to think about or try:



<ul class="wp-block-list">
<li>Actively listen to the complaint before dismissing it as “whining.” Perhaps the Complainer has a legitimate grievance or one that can be fixed fairly easily.</li>



<li>Encourage your star performer to suggest a solution to their complaint before you respond.&nbsp;&nbsp;&nbsp;</li>



<li>Many times the Complainer gets an audience because employees are left in the dark about what is going on in the company. “Complaining often happens whenever there is a void in communication and the negative fills it,” Gordon says. “If you frequently communicate with everyone to let them know the bad and the good, the Complainer will have less of a reason to complain and employees will be less <a href="https://successcom.wpenginepowered.com/how-to-speak-well-and-listen-better/">willing to listen to them</a>,” he adds.</li>
</ul>



<ul class="wp-block-list">
<li>Load the Complainer up with work so he or she does not have time to go around and vent to everyone.</li>



<li>Give lots of praise and positive reinforcement for the times when the Complainer has good things to say. “Don’t say ‘but’ or deliver negative feedback at the same time as the <a href="https://successcom.wpenginepowered.com/how-positivity-makes-you-healthy-and-successful/">positive</a>,” McClatchy says.</li>
</ul>



And most importantly, make sure no employee is the only person who knows how to do something. There should be written policies and procedures for every single task in the company with cross-training. No employee is irreplaceable, and if you decide the bad outweighs the good, don’t hesitate to show the Complainer the door.



Photo by fizkes/Shutterstock.com

Chronic complainers can create a toxic work environment. Here’s how to handle a complainer, even if they're a star employee otherwise.

Just about everyone has worked with a Complainer at least once in their career. You know the type—always criticizing upper management, predicting the | SUCCESS

What to Do When Your Star Employee is a Chronic Complainer

How to Manage Chronic Complainers | SUCCESS

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Suzanne Driscoll is a freelance writer from St. Petersburg, Florida who enjoys writing about business, personal finance, entrepreneurship and issues in the workplace. She has been published in Family Business, The Boston Globe, Shoe Retailing Today, Oppenheimer Funds, Business Jet Traveler, MyBankTracker.com. and Entreprenuer.com.

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Working parents feel the effects of the <a href="https://www.americanprogress.org/article/states-are-taking-action-to-address-the-child-care-crisis/" target="_blank" rel="noreferrer noopener">U.S. child care crisis</a> and have had to rely on extended family—especially grandparents—to help with child care. A <a href="https://kpmg.com/us/en/articles/2024/september-2024-the-parental-work-disruption-index.html" target="_blank" rel="noreferrer noopener">recent index report from KPMG</a>, a Big Four accounting firm, estimates that 1.2 to 1.5 million workers have to shorten working hours or miss work each month because of a lack of affordable child care or insufficient availability of child care.



A growing number of grandparents are giving significant financial assistance to help care for their grandkids, and some have taken on the full "parent" role. These grandparents have to raise their grandkids to create what's called "<a href="https://www.parents.com/supporting-grandfamilies-8730625" target="_blank" rel="noreferrer noopener">grandfamilies</a>."



More than 2.5 million children in the U.S. are growing up in grandfamilies, according to national advocacy group Generations United's “<a href="https://www.gu.org/resources/state-of-grandfamilies-report-2022/" target="_blank" rel="noreferrer noopener">2022 State of Grandfamilies Report</a>.” This creates a need for more money for grandparents who are living on a fixed income.



Additionally, grandparents are returning to the workforce due to <a href="https://lifepathma.org/stories/older-adults-are-quietly-returning-to-the-workplace/" target="_blank" rel="noreferrer noopener">inflation</a> or because <a href="https://press.aarp.org/2024-4-24-New-AARP-Survey-1-in-5-Americans-Ages-50-Have-No-Retirement-Savings" target="_blank" rel="noreferrer noopener">they didn't save enough</a> for retirement. The <a href="https://www.bls.gov/opub/ted/2021/number-of-people-75-and-older-in-the-labor-force-is-expected-to-grow-96-5-percent-by-2030.htm#:~:text=FONT%20SIZE:%20PRINT:-,Number%20of%20people%2075%20and%20older%20in%20the%20labor%20force,grow%2096.5%20percent%20by%202030&amp;text=The%20labor%20force%20is%20expected%20to%20increase%20by%208.9%20million,percent%20from%202020%20to%202030." target="_blank" rel="noreferrer noopener">U.S. Bureau of Labor Statistics</a> estimates that the number of individuals over 75 years old who are either working or actively looking for work will grow by 96.5% by 2030.



Read on for tips for grandparents who are heading back into the workforce and what grandparents should consider before applying for a role. Discover some of the most grandparent-friendly workplaces.







<h2 class="wp-block-heading" id="h-why-grandparents-are-heading-back-to-work">Why grandparents are heading back to work</h2>



Data from the <a href="https://www.healthyagingpoll.org/reports-more/poll-extras/grandparents-help-grandkids-many-ways-reverse-may-be-true-too-poll" target="_blank" rel="noreferrer noopener">National Poll on Healthy Aging</a> found that many grandparents support their grandchildren, with 32% saying they have provided financial support in some way in the past year.



<a href="https://www.linkedin.com/in/sadiefunk/" target="_blank" rel="noreferrer noopener">Sadie Funk</a> is the national director of <a href="https://bestplace4workingparents.com/" target="_blank" rel="noreferrer noopener">The Best Place for Working Parents®</a>, with 1,400 businesses in its national network. "We know that 73% of the American workforce are caregivers…. We know that 1.3 million grandparents are still in the workforce to really support grandchildren under the age of 18, and four in 10 grandparents are working," says Funk. 



<h2 class="wp-block-heading" id="h-grandparent-friendly-workplaces-and-what-they-offer">Grandparent-friendly workplaces and what they offer</h2>



Grandparents who are job searching should consider several factors about a company to ensure it meets their needs. The most grandparent-friendly workplaces offer:



<a href="https://qz.com/grandparent-leave-new-work-benefit-for-families-1850762023#:~:text=And%20since%20the%20beginning%20of,or%20adoption%20of%20a%20grandchild." target="_blank" rel="noreferrer noopener">Grandparent leave</a>, provided by companies including Fannie Mae, Booking.com and SentinelOne. Grandparent leave affords grandparents time off to help care for their grandchildren or to tend to other family matters. 



Flexible working conditions and arrangements, which include remote work, flexible hours and shorter workweeks that let grandparents work and earn money in a way that doesn't significantly inconvenience their lives.&nbsp;



A supportive culture, such as age-inclusive policies that value diverse experiences and create an environment for <a href="https://successcom.wpenginepowered.com/ageism-in-the-workplace/">workers of all ages</a> to thrive. A <a href="https://successcom.wpenginepowered.com/how-to-build-a-thriving-culture-at-work/">supportive workplace culture</a> builds strong teams and creates more engagement.&nbsp;



Opportunities for growth and advancement, such as attainable opportunities for raises, promotions and skills training programs that allow them to learn new skills.



"When we think about what policies can support them [grandparents], things like flexibility, the opportunity to be present… remote work: those are relatively low-cost solutions that can have big benefits for business or big benefits for the working parent or grandparent, and also help those companies that are choosing to provide those benefits really compete when it comes to both attracting and retaining top talent," says Funk.



<a href="https://www.linkedin.com/in/nicolevanvalen/" target="_blank" rel="noreferrer noopener">Nicole Van Valen</a> is a human resources professional with doctorate-level studies in organizational leadership and a specialization in human resources. "Generational strength starts from the top, from the leadership. So I emphasize how leaders can leverage the unique strengths that each generation has from the wisdom of the boomers to the innovation of millennials and Gen Z. So we want to make sure that we're fostering inclusivity regardless of age. We want to take a look at… what can we provide to them to make sure that they are able to add value to the workforce?" Valen says.



<h2 class="wp-block-heading" id="h-what-grandparents-should-consider-before-applying">What grandparents should consider before applying</h2>



Going back to work can be challenging for grandparents, especially after a long period of not being employed. When applying to a company, grandparents should consider their core values and goals, the schedule being offered, flexible policies, family-friendly environments and, of course, the pay.&nbsp;



Grandparents should also consider the positive and negative impacts on their mental health that may ensue due to working again. "Sometimes coming out of work initially and even entering retirement—sometimes the downtime can contribute to… physical effects or a sense of dullness or lack of motivation in life,” says clinical psychologist <a href="https://www.linkedin.com/in/melissa-munro-boyd-psy-d-abpp-56553714/" target="_blank" rel="noreferrer noopener">Melissa Boyd, Psy.D.</a> “And so reentering the workforce, especially when there's some flexibility in work hours… it can definitely add a sense of purpose. It can also add a sense of connection.”



<a href="https://www.linkedin.com/in/dominiquepritchett/" target="_blank" rel="noreferrer noopener">Dominique Pritchett, Psy.D</a>, a doctor of psychology and a licensed clinical social worker, says grandparents reentering the workforce may face ageism and an assumption about their skills, adaptabilities or even energy level.



“When they're [grandparents] already facing barriers off the bat, that in turn starts messing with their psyche… their confidence can shift, and with so many moving parts, whether it's ageism, technical barriers, physical demands, managing the responsibilities… we see mental health shifts, [and a] decrease in confidence,” Pritchett says.



She notes that grandparents should consider workplaces that allow them to ease into the job and that offer specific training programs, <a href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/effective-employee-resource-groups-are-key-to-inclusion-at-work-heres-how-to-get-them-right" target="_blank" rel="noreferrer noopener">such as ERGs</a>, that encourage older adults to come back into the workforce.



<h2 class="wp-block-heading" id="h-tips-for-grandparents-reentering-the-workforce">Tips for grandparents reentering the workforce</h2>



If you're a grandparent who’s going back to work, there are things you can do to help your transition and find the kind of work you're looking for. Some tips to consider include:



<ul class="wp-block-list">
<li>Updating your resume is an important first step, and plenty of training or <a href="https://successcom.wpenginepowered.com/best-ai-tools-for-business/">AI tools</a> are available to help you create an effective resume.</li>



<li>Refreshing your skills through training programs can help you land a better job, and these programs are available online and affordable.&nbsp;</li>



<li>Set boundaries on the type of job you'll apply for, the pay you'll accept, the working conditions that make you stay or go and the work hours you'll work.&nbsp;</li>
</ul>



"Be very clear about what your skill set is. Be very clear about what your talent and knowledge base is in the area in which you want to reenter the workforce," says <a href="https://www.linkedin.com/in/delmarjohnson1/" target="_blank" rel="noreferrer noopener">Delmar Johnson</a>, CEO of HR Brain for Hire and a human resources professional with 30 years of experience.



"What are those career goals if you're transitioning back into the workplace?,” Johnson adds. She recommends reflecting on what your next role will look like, taking the type of industry and position, as well as the flexibility level you need, into consideration.



Grandparents on the precipice of job hunting and going back to work should use the tips above to ensure they are knowledgeable about the situations and workplaces they will be returning to. This will help set them up for success in their next chapter of life.



Photo courtesy of Ground Picture/Shutterstock

Discover some of the best and most inclusive companies for grandparents who are re-entering today’s workforce.

Discover some of the best and most inclusive ones.

Top Companies for Grandparents Returning to Work | SUCCESS

Grandparent-Friendly Workplaces for Grandparents Reentering the Workforce

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Natalia Finnis-Smart

You probably know TV personality Robert Irvine from his appearances on hundreds of episodes of the Food Network’s Restaurant: Impossible, in which he swoops in to help failing restaurants turn their business around in 48 hours. Or maybe you’ve seen Dinner: Impossible, where he must serve dinner under a set of potentially catastrophic conditions—say, creating a meal for 250 Rock &amp; Roll Hall of Famers in just nine hours.



But do you know Robert Irvine the <a href="https://successcom.wpenginepowered.com/10-aspiring-entrepreneurs/">entrepreneur</a>?



This is the man who runs the energy bar company <a href="https://fitcrunch.com/" target="_blank" rel="noreferrer noopener">FITCRUNCH</a>, a craft distillery, the prepared foods brand <a href="https://www.robertirvinefoods.com/" target="_blank" rel="noreferrer noopener">Robert Irvine Foods</a>, a restaurant at the Pentagon, a magazine, a clothing line and the <a href="https://robertirvinefoundation.org/" target="_blank" rel="noreferrer noopener">Robert Irvine Foundation</a>, a vast philanthropic operation with programs benefiting his fellow military veterans (he enlisted in the U.K.’s Royal Navy at age 15).



Irvine’s enterprises employ some 7,500 people, and whether he’s working on a new product launch, hiking through the Scottish Highlands alongside veterans, in the kitchen trying to help a restaurant owner find a path of redemption or consulting for Fortune 500 companies, the TV personality and the entrepreneur have some things in common: a set of leadership philosophies that Irvine turns to time and again. He details them in his book <a href="https://amzn.to/405CI0U" target="_blank" rel="noreferrer noopener">Overcoming Impossible: Learn to Lead, Build a Team, and Catapult Your Business to Success</a>.



Not surprisingly, many of his trusted principles echo the highly structured, teamwork-focused tenets of military life. But Irvine has broadened his approach in recent years, and <a href="https://successcom.wpenginepowered.com/why-is-empathy-important/">empathy</a> now holds a place at the top of the list when it comes to leadership success.







<h2 class="wp-block-heading" id="h-learn-to-listen">Learn to listen</h2>



“When I started in business, it was really my way or the highway,” Irvine says. “And even on TV, I was very harsh because I had 2 days and 48 hours to fix somebody’s problems. And over the last, I would say, 10 years, I have started to do something…. It’s called listen,” he says with a chuckle.



It used to be that, when he had a business idea, he’d write it down and issue instructions to team members the next day. Now he pauses to run his ideas by trusted colleagues. “I throw it upward,” he says, “and say, ‘Hey, guys. What do you think of this?’”



This is part of a more connected leadership model that Irvine has been championing lately. Because of his one-on-one work with distressed restaurateurs, servicemen and women, struggling veterans and people from all walks of life, he has come to see how personal circumstances can affect work performance.



“If employee No. 7,500 can’t feed his family and I don’t know about it, and they’re working for me, that’s an issue,” he says. ”I have to know what’s happening with all my people all the time so they can do the best job and be the best person they can be.”



<h2 class="wp-block-heading" id="h-stay-deeply-connected">Stay deeply connected</h2>



When you have as many irons in the fire as Irvine does, you must lean heavily on your employees and have exceptional trust in your team. He notes that he initially found this to be a challenge in the business world, where it can be “every person for themselves” versus the military’s “one-for-all” mentality in training for life-or-death situations.



He finds that trust begins with <a href="https://successcom.wpenginepowered.com/john-c-maxwell-hire-the-right-people/">hiring the right people</a>. Once you have a solid team in place, defining a common goal and staying in close communication are key.



“I’ve got all stallions in my stable,” he says. “I don’t want to hold them back. I want them to work and come up with ideas and be free, and I think that’s what makes us successful.”



While Irvine requires a profit and loss statement from each of his top executives every evening to ensure that things are running smoothly in every business, he’s learned that successful leadership is not about barking orders.



“There’s a difference between a leader and a boss,” he says. ”A leader will show you what to do. The boss will say, ‘Oh, go move that box over there to there’ and walk away. I will say, ‘Hey, I want to show you what I want.’”



<h2 class="wp-block-heading" id="h-find-a-greater-purpose">Find a greater purpose</h2>



Irvine admits that he used to be a bit hesitant to put the Robert Irvine Foundation front and center when it came to talking about his business endeavors. He worried that it would sound off-topic or too focused on his own interests. But then he realized that employees and customers alike share a desire to be part of a bigger cause.



The power of connecting and supporting veterans through the foundation hit home for Irvine recently on a visit to the beaches of Normandy, France, with a group of World War II veterans. After sharing a meal, the veterans walked onto Omaha Beach, and each was handed each a rose and invited to share a few thoughts.



“I have to tell you, the moment was unbelievable for me,” Irvine recalls. “They started to talk about things they’d held inside for 80 years.… That’s, to me, the power of food and the power of the foundation.”



A portion of revenue from each of Irvine’s businesses goes to the Robert Irvine Foundation, which allows it to serve thousands of troops and their families at events, tour with the USO, build adaptive homes for disabled veterans, donate electric wheelchairs and create small-business incubators, along with a growing list of programs that help veterans in need.



“Everything we do has a purpose, and the end purpose is the foundation,” he says.



With three new television projects underway on major networks, a newly launched clothing line called Terra Arma and tech products in development to help modernize the military’s dining systems, Irvine is excited about what the future holds.



“Business opportunities come every day, right? When you get to a certain point, people throw things at you,” he says. ”But what gets me out of bed every day is making a difference in somebody else’s life.” 



This article originally appeared in the <a href="https://successcom.wpenginepowered.com/subscriptions/">January/February 2024 issue</a> of SUCCESS magazine.



Photo by Paul Sirochman Photography

Learn how Robert Irvine blends business success with empathy, supports veterans and fosters leadership through the Robert Irvine Foundation.

Learn how Robert Irvine blends business success with empathy, supports veterans and fosters leadership through the Robert Irvine Foundation. | SUCCESS

Mission: Possible

Robert Irvine’s Leadership Lessons: Empathy & Purpose | SUCCESS

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Gwen Gray

A group of professionals culture fit new hires

The first time I was on a hiring committee, I was excited. I made a spreadsheet of the qualities we were looking for, meticulously balanced a rubric for interviews and applications, and did everything I could to ensure that the process was as <a href="https://successcom.wpenginepowered.com/john-c-maxwell-hire-the-right-people/">fair and impartial</a> as possible.



We ended up with the best sort of problem—a handful of truly exceptional applicants who were all ranked similarly. I came into the final decision meeting ready with my bullet points of objective pros and cons for each candidate and expected to find others doing the same.



Instead, the conversation quickly became about who would fit in the best.



My team at the time was incredibly similar—all middle-aged, white, straight, cisgender, able-bodied women who were married with children. They hung out after work and even vacationed together regularly. By all counts, I was the closest thing to any sort of “diversity” that we had as a single, childless 20-something who was both queer and neurodivergent.



When we began discussing our top candidates, they tossed the rubrics out the window. Suddenly, it wasn’t about past experience or impressive interview answers but about which person seemed like they could seamlessly step into the role and blend into the team. It wasn’t about who could bring new ways of thinking and challenge us but about who wouldn’t create waves.







Let’s be clear—at that point in the process, there was genuinely no wrong answer. I truly believe that anyone from that final pool would have been a fantastic employee, and the person we hired was exceptional in their own right. What troubled me wasn’t who we hired, but how. My team had an incredible opportunity to expand its point of view, but instead, they clung as tightly as possible to maintaining the status quo.



<h2 class="wp-block-heading" id="h-what-does-being-a-good-culture-fit-mean-and-where-did-it-come-from-nbsp">What does being a good culture fit mean, and where did it come from?&nbsp;</h2>



Put simply, the idea that someone is a good culture fit is another way to say that they will seamlessly blend in with existing company communication patterns, behaviors and structures. They’re the people that you want to grab a beer with after work or could see yourself becoming casual friends with without much effort.



The idea of hiring someone who is a good culture fit for your team or company may have come largely from <a href="http://faculty.haas.berkeley.edu/chatman/papers/39_ImprovingIntxOrgResearch.pdf" target="_blank" rel="noreferrer noopener">1989</a> and <a href="http://faculty.haas.berkeley.edu/chatman/papers/34_MatchingPeopleOrgs.pdf" target="_blank" rel="noreferrer noopener">1991</a> papers by Jennifer A. Chatman. In these, Chatman showed that new hires whose values closely aligned with the company tend to stay longer and are more satisfied in their role. Since then, the idea has been used to justify everything from personality tests as indicators of success to full-on discriminatory practices.



Interestingly, Chatman’s <a href="https://osf.io/preprints/socarxiv/9j5qf" target="_blank" rel="noreferrer noopener">latest findings</a> suggest that culture fit isn’t fixed. In 2023, she collaborated with Richard Lu, Amir Goldberg and Sameer Srivastava on a study that showed that culture fit is a concept that one can learn, so it’s not exclusively an intangible quality that an applicant either does or doesn't have from the start.



<h2 class="wp-block-heading" id="h-the-problem-with-looking-for-a-candidate-who-you-could-grab-a-beer-with">The problem with looking for a candidate who you could grab a beer with</h2>



Diverse workforces are often <a href="https://www.globenewswire.com/news-release/2022/08/09/2494604/0/en/Diversity-and-Inclusion-D-I-Global-Market-Report-2022-Diverse-Companies-Earn-2-5-Times-Higher-Cash-Flow-Per-Employee-and-Inclusive-Teams-Are-More-Productive-by-Over-35.html" target="_blank" rel="noreferrer noopener">more profitable and productive</a> than <a href="https://neuroleadership.com/your-brain-at-work/why-diverse-teams-outperform-homogeneous-teams/" target="_blank" rel="noreferrer noopener">those that are homogenous</a>, and leaning on ideas like finding a culture fit while hiring can actually lead to discriminatory hiring decisions. Looking for a culture fit can mean creating an environment where everyone doesn’t just look the same—they think the same, too. A strict culture fit might mean that every person hired has a similar personality and similar interests, which is more likely to create an army of “yes men” than a team of innovators.



This isn’t just a problem for those with marginalized identities—though it absolutely impacts them more than most. Under the guise of looking for a culture fit, a hiring manager may not hire an introvert because they weren’t interested in attending team happy hours, and someone who smiles a lot might lose out to someone who is more stoic, even if personality has nothing to do with the job.



Yes, it’s often easy to get along with people who are alike, but that’s not necessarily a good thing. For instance, on my team—where everyone looked and thought the same—no one ever challenged the status quo. This led to questionable business practices, big issues being swept under the rug and a final product that was often stale and uninspired.



<h2 class="wp-block-heading" id="h-expand-your-team-s-potential-by-looking-for-a-culture-add-instead">Expand your team’s potential by looking for a 'culture add' instead</h2>



My favorite team that I worked with was also the best one for the company itself. Our business partners nicknamed us the “dream team” because we were always on time (or early) with our projects, asked big questions up front and consistently brought innovative, fresh product ideas to the table.



However, the reason we worked together wasn’t because we all thought alike—it was because we all thought quite a bit differently. Some of the best work of my career happened on this team because we constantly challenged one another to strive for the absolute best in everything we did. Where some of us excelled at pacing work and keeping deadlines, others were great at pushing us to consider what was possible outside of strict project requirements.



Rather than hiring a person to fit into your company’s culture, you’re better off finding someone who can add something new. Seeking a “<a href="https://www.washingtonpost.com/brand-studio/wp/2020/11/30/feature/culture-fit-is-outdated-its-time-to-think-about-culture-add/" target="_blank" rel="noreferrer noopener">culture add</a>” means looking for a person whose skills, personality, point of view, background and more are different from those of the people already on the team. It means finding someone who can help your company’s culture expand and evolve rather than expecting them to conform to what already exists.



<h2 class="wp-block-heading" id="h-create-fair-and-mutually-beneficial-hiring-practices">Create fair and mutually beneficial hiring practices</h2>



When figuring out where to start, it can help to make a list of what you think your company’s culture already does well and where it could use some work. As you’re <a href="https://successcom.wpenginepowered.com/how-to-hire-well/">hiring</a>, keep an eye on which applicants bring something new to the mix, whether it’s ideas, working styles, conflict resolution techniques or something else.



Creating fair, mutually beneficial hiring practices means being truly open to anyone who can do the work, even if they aren’t anything like you might have pictured when posting the role. It starts with understanding that an applicant may bring something to the table that you never expected—and that the best employees often do.



Photo by fizkes/Shutterstock.com

Hiring someone you could see yourself grabbing a beer with isn’t just bad for business—it’s also discriminatory. Find out more in our latest.

Hiring someone you could see yourself grabbing a beer with isn’t just bad for business—it’s also discriminatory. Find out more in our latest. | SUCCESS

It’s Time to Stop Looking for a 'Culture Fit' With New Hires—Do This Instead

It’s Time to Stop Looking for a &#8216;Culture Fit&#8217; With New Hires—Do This Instead

Stop Looking for a "Culture Fit"—Find a "Culture Add" Instead | SUCCESS

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Anna Wenner is a freelance writer based in the Kansas City Metro. Her work has appeared in The New York Times’ Wirecutter, USA Today, Lovepop, AARP, and more.

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Anna Wenner

Blonde woman with black horse in outdoor scenic destination hugging

On paper, the multiple car dealerships Michelle Singer manages in Queens, New York, were incredibly successful. Financially, the organization was exceeding its goals. But eight years ago, day-to-day operations told a different story.



“We were just lacking in <a href="https://successcom.wpenginepowered.com/leadership-soft-skills/">interpersonal skills</a> and also lacking in cooperation. Silo behavior was really, really strong,” Singer says, adding that at one point, two key managers were undermining each other instead of helping one another.



Singer decided to take her team outside its comfort zone for an experience that would help deepen self-awareness, <a href="https://successcom.wpenginepowered.com/communication-skills/">improve communication</a> and strengthen collaboration skills. She arranged a day working with horses in an equine-assisted learning (EAL) workshop.



“I was one of those [people] rolling my eyes [thinking] that I’m going to get in a Sprinter van with a couple of colleagues and go to a horse farm, and what the heck does this have to do with selling cars?” says Brian Benstock, who attended the event and is general manager and vice president of Paragon Honda.



Today, he continues to reference his key “aha” moments from the workshop throughout his life and in public speaking events. “Given the amount of time I’ve been talking about it, and given the number of years ago that it was, I think [Singer] genuinely believes that it made an impact, and it did,” he says.



Matt Scarchilli, an experienced sales coach and owner of Sandler Training in Albany, New York, remembers sharing Benstock’s initial thoughts when his mastermind group, which is comprised of several owners of similar-sized businesses who meet frequently to brainstorm, support and encourage one another, signed up for an EAL event in Saratoga Springs, New York.



“My first thought, honestly, was, ‘It sounds cool, and it sounds fun. I don’t really know if I’m going to learn anything,’” Scarchilli says. “There was a little bit of skepticism… because I wasn’t sure what to expect.”



One activity in Scarchilli’s experience involved leading a horse from point A to point B. Some of his colleagues had too much slack in their line and could not get the horse to budge. Scarchilli took a more firm but respectful approach and was able to guide the horse in his desired direction.



“The horse will teach you something about yourself that you probably didn’t even know,” he says. “I always knew that I led people, but I didn’t realize how, and when you get in that confined area with five people, and you get to see different… leading styles, you really get to see where you fit in and what works well and what doesn’t.”



<h2 class="wp-block-heading" id="h-why-horses">Why horses?</h2>



Horses communicate nonverbally and depend on instant feedback from their surroundings for survival. When humans interact with horses and experience how horses communicate with one another and people, it provides a rich learning experience that allows people to learn critical <a href="https://successcom.wpenginepowered.com/components-of-emotional-intelligence/">emotional intelligence</a>, or emotional quotient (EQ), skills and strategies.



Today’s executive leaders need all staff, regardless of title or position, to possess strong EQ skills. A survey by Lee Hecht Harrison Penna found that 75% of 500 people managers consider emotional intelligence when evaluating a team member for a promotion or raise.



Harvard’s Division of Continuing Education defines emotional intelligence as “a set of skills that help us recognize, understand and manage our own emotions as well as recognize, understand and influence the emotions of others.” The World Economic Forum’s Future of Jobs Report 2023 states that the skills associated with self-awareness and social influence are critical traits for success in the workforce.



Marie-Claude Stockl, a certified EAL facilitator, executive coach and cofounder of The Horse Institute in Ancramdale, New York, explains that horses have survived as prey for a long time by acquiring skills to ensure the survival of the group. “When people are around horses, solving problems, being aware of being part of a herd of horses and getting together with the horses… they begin to look to improve that peripheral vision… what’s around us, and what we can take advantage of, or just get away from,” she says.



Results from a pilot study with nurses showed that the group that participated in a one-day EAL workshop developed higher EQ skills across all dimensions measured and retained <a href="https://successcom.wpenginepowered.com/18-signs-you-have-high-emotional-intelligence/">higher EQ </a>scores six months post-event compared to the control group that did not participate in the workshop. According to the study, anecdotal evidence suggests this type of experiential learning can help to develop leadership skills, including emotional intelligence.



Because horses are prey animals, they can quickly perceive the energy another being brings to an interaction, explains Ginny Telego, a certified EAL facilitator and president and CEO of The Collaboration Partners in Ashland, Ohio.



“Horses have to be in tune with the energy of other beings… because that’s how they decide whether or not they can stay or if they need to run away,” Telego says. “Their natural ability to discern very quickly… the intention of another being… is why they’re able to be so in tune with us from an emotional intelligence place.”



EAL work takes place on the ground and each activity reveals the strengths and opportunities for growth to individuals and teams. A guided debrief follows every activity to help participants process what happened in the interaction with the horse, uncover where that shows up in their life as leaders and set goals for implementation post-event.



“When you can really learn to notice, ‘What do other people on my team need right now?’ and then, ‘How can I help with that? How can I support that?’ That’s when people start to see you as a really good leader,” Telego says.



Being seen and treated respectfully is a top concern for employees today. In an SHRM survey, 72% of employees said that “respectful treatment” of the entire workforce was a top factor in job satisfaction.



According to Telego, noticing what people might need without interpreting it through your lens of perception and assumptions makes people want to be more engaged in their work.



<h2 class="wp-block-heading" id="h-being-open-to-outcomes">Being open to outcomes</h2>



Horses offer deep learning moments to individuals seeking to understand their leadership style, how others perceive it and how it impacts those they lead.



“I came to it thinking I was going to get a whole bunch about how our team works together,” says Victoria Dunn, director of impact, talent and education at a nonprofit organization in Washington, D.C. “The first interaction helped me see very clearly the things that I needed to work on in myself for how I show up as a leader and how I show up as a member of the team.”



The first activity of the workshop Dunn participated in asked each person to approach and greet a horse individually. Dunn’s assigned horse was a giant draft horse named DJ. Dunn remembers feeling confident while making her first move toward the horse. But much to her surprise, he balked.



“I moved before I had created a real connection with the horse,” she says. “It helped me very immediately, in a very tangible way, see how my impetus to move before I have all the information, or move before everyone’s ready shows up in that moment and then shows up in my work with teams generally.”



Dunn felt embarrassed and shared that she experienced “big feelings,” including feeling like she messed up and did the wrong thing. The moment she felt vulnerable, DJ stepped in between her and the rest of the team and leaned his shoulder into her to protect and support her. That experience inspired her to think and act differently.



“It helped me get clear in my communication with people… so that I’m not just moving and expecting people to come, but that I’m actually helping to create clarity and create and tap into, ‘What is people’s energy around this right now?’” she says. “It’s helped me become a more perceptive leader around clarity of focus and clarity of direction for the team.”



<h2 class="wp-block-heading" id="h-changing-company-cultures">Changing company cultures</h2>



During Benstock’s EAL experience, the team broke into pairs and was directed to move a horse from one end of the barn to the other. The facilitator’s instructions included using all the resources available within the barn to do so. Singer and her teammate walked up to the horse, and the horse readily complied. Benstock and his partner tried tapping the horse on its rear and pulling its reins a little bit. The horse pulled back but eventually moved. The third group struggled to get the horse to cooperate, taking what Benstock says felt like an hour to move the horse.



The facilitator then asked, “Who won?” Benstock responded that Singer won because of her experience with horses and said it wasn’t fair. The facilitator then asked, “Who said it was a race?” and, “Why didn’t you ask them to help you?”



“We focused on what we couldn’t do…. We didn’t look at the human capital, the human resources that were standing right next [to us],” Benstock says. “We could have easily said to Michelle, ‘Can you help us?’... In business, I find that we are doing that all the time. We do have the [sales] floor broken up into teams, and yet, so often, those teams are running independently of one another.”



Benstock’s “aha” moment was understanding that everyone was on the same team with unlimited resources under the roof of the barn. He recounts sharing this story with a dealer he knew, who was then inspired to frame a team photo inside a barn and distribute it to several hundred of her employees. “And it had all the people in the frame of the barn, right? So all the resources,” he says.



Singer says the experience helped people stop seeing each other as the enemy. “They really took it back and shared it and had meetings with their staff and tried to trickle down the information so it would pervade the organization,” she says, noting the lasting impact the experience has had. “I’ve been around horses all my life, and I still learn things from that day.” 



 This article originally appeared in the January 2025 <a href="https://successcom.wpenginepowered.com/subscriptions/">issue of SUCCESS+ digital magazine</a>.



Photo by simona/Adobe Stock

Explore how equine-assisted workshops enhance emotional intelligence, teamwork and leadership through hands-on experiences.

Explore how equine-assisted workshops enhance emotional intelligence, teamwork and leadership through hands-on experiences. | SUCCESS

Equine-Assisted Learning Workshops Teach Leaders How to Tap Into Critical Emotional Intelligence Skills

How Equine-Assisted Leadership Workshops Build EQ Skills | SUCCESS

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Katie Navarra Bradley

Though the pandemic has pushed employers to focus on employee mental health and well-being, research shows that workers are struggling more than ever with burnout and stress in the workplace.



Motives Met, a human needs assessment software firm in San Diego, recently conducted an online survey of 2,400 U.S. employees and found that:



<ul class="wp-block-list">
<li>Only 16% of people are thriving at work.</li>



<li>53% of employees are more likely to prioritize health and well-being over work than before the pandemic.</li>



<li>50% of people believe that their company isn’t doing all it can to improve employee well-being and happiness at work.</li>



<li>Nearly 70% of C-suite members are seriously considering quitting for a job that better supports their well-being.</li>
</ul>



That last statistic, which focuses on workplace leaders, might hold the key to solving the workplace well-being puzzle. Organizations are trying to provide support, but the manager is the linchpin because they determine what their team needs while also helping employees get what they need, says Tacy M. Byham, Ph.D., CEO of Development Dimensions International (DDI), a management consultant company in Bridgeville, Pennsylvania.



<h2 class="wp-block-heading" id="h-workplace-leaders-may-hold-the-key-to-employee-well-being">Workplace leaders may hold the key to employee well-being</h2>



Nearly 70% of employees said their manager has a greater impact on their mental health than their therapist or doctor, according to a report by the Workforce Institute at technology firm UKG.



However, workplace leaders don’t always prioritize their team’s well-being. Because leaders must balance meeting deadlines and objectives while also considering their employees’ <a href="https://successcom.wpenginepowered.com/9-habits-that-support-a-work-life-balance/">work-life balance</a>, some leaders might unintentionally prioritize work over their team members’ well-being, Byham says.







“We just have to completely understand that leadership is tough,” she says. For example, a recent DDI study found that 72% of leaders feel used up at the end of the day—an increase from 60% in 2020. However, workplace leaders can help facilitate greater work-life harmony for both their employees and themselves.



Here are five ways that managers can drive well-being at work:



<h3 class="wp-block-heading" id="h-1-reflect-on-workplace-choices">1. Reflect on workplace choices</h3>



Workplace leaders often say they want to protect their team from <a href="https://successcom.wpenginepowered.com/9-things-to-do-when-youre-feeling-burned-out/">burnout</a>, but then they agree to a last-minute client request that requires the team to work over the weekend. Or a manager might encourage employees to take time off from work but then praise employees who worked late or didn’t take a summer vacation.



“Just by stopping and acknowledging, ‘Oh, we say we want to live this way, but this is what we’re really committed to,’ then you can make a change,” says Kelly Mackin, CEO of Motives Met and author of Work Life Well-Lived: The Motives Met Pathway to No-B.S. Well-Being at Work.



The next time a client has a last-minute request, don’t automatically say yes, Mackin says. Instead, tell the client you need to talk with the account manager and the project manager to determine a reasonable timeline.



<h3 class="wp-block-heading" id="h-2-create-meaningful-connections">2. Create meaningful connections</h3>



One in five adults report feelings of loneliness, according to Gallup’s Global Emotions 2024 report.



One way to fight loneliness is to help employees feel engaged and involved with both their co-workers and their work. At DDI, employees are encouraged to join a program called “Meet Around the World,” which connects employees from DDI’s offices in Pittsburgh, New York City, Montreal and Toronto by arranging for them to speak with each other. Each month, participants set up a half-hour phone call with an employee in another office. “It’s up to me to set up the call, and it can be work-related or non-work-related, but I’m making a new connection,” Byham says.



<h3 class="wp-block-heading" id="h-3-follow-the-15-rule">3. Follow the 15% rule</h3>



It’s not unusual for teams to fill their work calendar with meeting after meeting. “But when you and your team’s calendar is booked every day, in every time slot, there is no room for those things that come up—that always seem to come up,” Mackin says.



It’s easy for staff to feel burnt out when there is no <a href="https://successcom.wpenginepowered.com/how-to-negotiate-flexible-working-arrangements/">flexibility in the schedule</a> to deal with staff sickness, family emergencies or last-minute client demands.



Your team’s calendar should strive to have 15% white space—time when there are no meetings scheduled—each day, Mackin says. She adds that this white space will protect you and the team from overwork because it leaves room for creativity.



<h3 class="wp-block-heading" id="h-4-model-the-behavior">4. Model the behavior</h3>



It’s not enough for workplace leaders to encourage their employees to take time off or to use the mental health benefits the company offers. Workplace leaders also need to show workers how they prioritize their own mental health and well-being by taking time off or using company-sponsored mental health benefits.



For instance, Byham openly talks with her staff about her mother’s recent cancer diagnosis. “I am the CEO, but at the same time, I’m balancing my mom… I’ve clearly declared to anyone that if the phone rings, and I see it is the retirement community where my mother is, I answer the phone [and] I step out of the meeting,” she says.



The same modeling behavior should be applied to <a href="https://successcom.wpenginepowered.com/mental-health-first-aid/">mental health resources</a>. Companies offer so many resources, but they are rarely used, says Marie-Helene Pelletier, Ph.D., MBA, an executive coach and keynote speaker based in Vancouver, British Columbia, Canada. “What might change people’s choice to utilize the resources may be for the leader to use them themselves [and] to share their experience with the team,” she says.



<h3 class="wp-block-heading" id="h-5-don-t-put-the-onus-on-the-employee">5. Don’t put the onus on the employee</h3>



It’s very common for workplace leaders to tell their employees to speak up if they feel burnt out or stressed.



“But the problem is [that] leaders assume that their teams have the psychological safety, trust, etc., to speak up all the time,” Mackin says. She adds that most workers won’t speak up because they don’t want to disappoint their boss or be seen as someone who isn’t hardworking. “In the flow of really busy everyday work, and especially remote work, it’s not [very] easy to raise your hand and say, ‘Oh, I don’t really have the space or bandwidth to do that,’” she says.



The best way to get your team to talk about work-life harmony is to ask your employees questions and give them an invitation to talk about it, Mackin says.



Here are two questions that will open the door to discussing work-life well-being:



<ul class="wp-block-list">
<li>Do you prefer to integrate work with your life or keep it separate?</li>



<li>What’s one change you would make right now in your job role that would have the greatest impact on your work-life harmony?</li>
</ul>



Establish a simple check-in at the end of every week and ask each person on the team whether they believe their work-life harmony will be protected during the coming week, the upcoming month and the next three months. When this becomes a regular weekly discussion, Mackin says, you’re giving employees the opportunity to speak up.



Photo by Jacob Lund/Shutterstock.com

Balancing work responsibilities and life priorities is a challenge for everyone. Find out why those in leadership hold the keys to employee well-being.

The battle between work responsibilities and life priorities is a trial for everyone. Find out why those in leadership hold the keys to employee well-being. | SUCCESS

Five Ways Managers Can Drive Well-Being at Work

Five Ways Managers Can Drive Well-Being at Work | SUCCESS

https://successcom.wpenginepowered.com/wp-content/uploads/2024/11/Work-Versus-Life-header-1.jpg

Lisa Rabasca Roepe is a Washington, D.C.-based freelance journalist who writes about gender equity, diversity and inclusion, and the culture of work.

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Lisa Rabasca Roepe

A calendar showing a four day workweek with pushpins on days off.

When <a href="https://www.theguardian.com/world/article/2024/jul/01/greece-introduces-growth-oriented-six-day-working-week" target="_blank" rel="noreferrer noopener">Greece</a> introduced a six-day workweek for some business sectors last July, the backlash was immediate. Unions condemned the law, and protestors took to the streets, <a href="https://www.npr.org/2024/07/05/nx-s1-5027839/greece-six-day-workweek-law" target="_blank" rel="noreferrer noopener">according to news reports</a>.



In fact, the Greek initiative contradicts a prevailing worldwide trend. Many countries and companies—as well as employees around the globe—are, instead, eyeing a four-day workweek.



In 2022, <a href="https://www.newsweek.com/evaluating-belgiums-four-day-workweek-impact-1893298" target="_blank" rel="noreferrer noopener">Belgium</a> became the first country in Europe to pass legislation giving workers the right to work the same number of hours in four days rather than five. A widely reported four-day workweek <a href="https://autonomy.work/wp-content/uploads/2023/02/The-results-are-in-The-UKs-four-day-week-pilot.pdf" target="_blank" rel="noreferrer noopener">trial in the UK</a> from June to December 2022 allowed companies to tailor the model to fit their individual needs. The trial was the largest of its kind and boasted excellent results.



Some 71% of employees reported less <a href="https://successcom.wpenginepowered.com/9-things-to-do-when-youre-feeling-burned-out/">burnout</a> and 39% less stress, while 15% of the 2,900 employees who participated in the trial said that “no amount of money” would convince them to return to a five-day workweek. Companies in the trial also reported an average 35% increase in revenue. Of the 61 companies that participated in the UK trial, 56 opted to continue with the four-day workweek.



“In Britain, and this is the same in the States as well, we have a culture of very long working hours,” says <a href="https://www.linkedin.com/in/joe-ryle-521b341b7/" target="_blank" rel="noreferrer noopener">Joe Ryle</a>, director of UK-based advocacy group 4 Day Week Campaign, one of the organizations behind the UK trial.



“Particularly in the UK, we work the longest full-time hours compared to our neighbors in Europe, but we also have one of the least productive economies. What we are producing is a workforce that’s burnt out, stressed, overworked, not very happy.”



“It’s time for a change,” Ryle says. “And the encouraging thing is that the four-day week has come a long way in quite a short space of time.”



<h2 class="wp-block-heading" id="h-a-brief-history-of-how-we-arrived-at-the-40-hour-workweek">A brief history of how we arrived at the 40-hour workweek</h2>



<a href="https://www.weforum.org/agenda/2015/10/how-did-the-40-hour-work-week-become-standard/" target="_blank" rel="noreferrer noopener">Historical records</a> show that industrial laborers in the 1800s commonly worked 70 or more hours per week. This prompted the creation of labor unions in the late 1800s that called for more reasonable workdays. It would take many more proposals and the Great Depression before Congress passed the Fair Labor Standards Act, which officially restricted the workweek to 44 hours in 1938, amended two years later to 40.



That model is still the norm. According to the <a href="https://www.bls.gov/charts/american-time-use/emp-by-ftpt-job-edu-h.htm" target="_blank" rel="noreferrer noopener">U.S. Bureau of Labor Statistics</a>, American workers averaged 8.09 hours of work per weekday in 2023. That’s an average, meaning many workers regularly exceed those hours. In some fields, it can be seen as a sign of status and dedication to put in much more.



<h2 class="wp-block-heading" id="h-a-four-day-workweek-could-lead-to-a-greater-sense-of-well-being">A four-day workweek could lead to a greater sense of well-being</h2>



Still, cracks in the structure and acceptance of traditional work schedules have been appearing for decades. <a href="https://timesmachine.nytimes.com/timesmachine/1956/09/23/95810374.pdf?pdf_redirect=true&amp;ip=0" target="_blank" rel="noreferrer noopener">In the 1950s</a>, then-Vice President Richard Nixon promoted the four-day workweek as a means to raise the “standard of living” for Americans. <a href="https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4079063/" target="_blank" rel="noreferrer noopener">In the 1980s</a>, the feminist movement began advocating for flexible schedules and maternity leave for women, demands that eventually extended to men. <a href="https://www.eurofound.europa.eu/en/resources/article/2024/flexible-work-increases-post-pandemic-not-everyone" target="_blank" rel="noreferrer noopener">Following the COVID pandemic</a>, many workers realized they wanted more flexibility in their work lives.



A <a href="https://www.gallup.com/workplace/513923/american-workers-optimistic-impact-wellness-initiatives.aspx">Gallup survey</a> of 5,458 U.S. adults in May 2023 found that 77% were optimistic that a four-day workweek option would enhance their well-being more than any other proposed initiative, such as providing mental health days or limiting work outside of work hours.



“In just a few years, we now have evidence that shows that actually when people are working… four days rather than five, not only are they much happier because they have a better work-life balance,” Ryle says, “they also are much more productive in the workplace. They’re able to get on with the work that needs to get done in four days rather than five.”



<h2 class="wp-block-heading" id="h-how-society-could-benefit-from-a-four-day-workweek">How society could benefit from a four-day workweek</h2>



The website for the <a href="https://www.4dayweek.co.uk/why-a-4-day-week" target="_blank" rel="noreferrer noopener">4 Day Week Campaign</a> further broadens the benefits of a shortened workweek from the individual to society at large. Societally, a four-day workweek could benefit the economy and the environment through outcomes like lower unemployment, increased productivity, boosts to tourism, greater gender equity, strengthened communities, a more sustainable lifestyle and a reduced carbon footprint.



“This isn’t a change which is going to happen overnight for everyone,” Ryle cautions. “If you look at the history of moving from a six-day week to a five-day week, it does take a while. It does tend to take around a decade or even longer for… an entire economy to shift. It’s going to take time, and there will be different ways of getting there and it will look different in different sectors.”



<h2 class="wp-block-heading" id="h-one-company-s-experience-implementing-a-four-day-workweek">One company’s experience implementing a four-day workweek</h2>



<a href="https://www.linkedin.com/in/jennakutcher/" target="_blank" rel="noreferrer noopener">Jenna Kutcher,</a> digital marketing guru, bestselling author and podcaster, opted to try the four-day workweek for her business after reading Alex Soojung-Kim Pang’s 2020 <a href="https://www.amazon.com/Shorter-Work-Better-Smarter-Heres/dp/1541730712?asin=1541730712&amp;revisionId=&amp;format=4&amp;depth=1" target="_blank" rel="noreferrer noopener">book</a> Shorter: Work Better, Smarter, and Less, which profiles South Korean companies that went against the grain of local culture and found great success with shorter workweeks.



She was also inspired by a friend who asked if she ever took a “sacred day,” described as “one day of the week that was reserved just for you. No guilt. Do whatever you need. Fill up your own cup before serving everyone else.”



“That was just a huge challenge to my way of thinking and working,” Kutcher notes. “I was finding that most of the time I was just shifting right from work into motherhood and vice versa.” Curious, she decided to try a 90-day trial of the four-day workweek. “The expectation for my team was no using Slack on Fridays, no hitting emails, no expecting anyone else to be online.”



Though she says she didn’t want to commit without trying it out first, she found that her team “loved it,” and productivity and profits were not compromised. Outside contractors were informed that Fridays were not a workday, and they proved flexible. “It was a non-contested decision to continue on with a four-day workweek, which we have done now for over a year because we absolutely love it.”



“My entire team is a team of women. Most of us are mothers. It was just amazing to have a little bit of time for ourselves but also to fill that day with family, life stuff and admin so that our weekends could be more enjoyable.”



She adds, “Fridays are now my sacred day—where I can fit in appointments, I can go get a massage, I can take a nap, I can spend time with my family or sit down and read a book. And I feel like it’s also challenged us in the work setting to be more efficient with the time that we have but also to not overthink things, to just be in a more active state, whereas, I think that a lot of times your projects will expand the amount of time given to them.”



“It’s something that I hope more companies put into practice, especially companies with moms,” Kutcher says. She advocates for companies to give it a trial run—like summer Fridays, for example—to see if it works for them. “I’m just a huge believer that, yes, you can do it all, but you need the system and support to be able to do that. And so, for me, the four-day workweek has totally helped.”



Her employees concur. Stephanie Montgomery, in customer support, says transitioning to a four-day workweek has given her “freedom and flexibility that I didn’t even know I needed.” She adds, “Being able to fully enjoy my life outside of my job makes me a better employee. And you can bet that I’m hustling to complete all necessary tasks by Thursday evening so that I can close my laptop for the week with a sense of accomplishment.”



<a href="https://www.linkedin.com/in/marisa-vittoria/" target="_blank" rel="noreferrer noopener">Marisa Vittoria</a>, VP of operations, says that as a result of the four-day workweek, “I’m a better mother, wife, daughter and, I’d like to say, leader.” She says her family has saved money on child care, and she is now able to spend more time with her retired parents. At work, her time management and execution efficiency have only improved, and she says, “I’ve now become a pro at batching my days to get what I need done, communicating in a more effective and direct manner to manage and execute cross-brand deliverables and still protect evenings with my family.”



“This type of workweek takes time, effort, consistency, leadership, plus team commitment and, of course, a little creativity,” Vittoria adds. “But once a flow is set, it is 100% worthwhile.”



Photo from yanishevska/Shutterstock.com

Discover how companies across the world have used the 4-day workweek and how it could improve your own work-life balance.

When Greece introduced a six-day workweek for some business sectors last July, the backlash was immediate. Unions condemned the law, and protestors took | SUCCESS

Could the 4-Day Workweek Be the Answer to Better Work-Life Balance?

How the 4-Day Workweek Improve Work-Life Balance | SUCCESS

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Jennifer Green has been writing about the entertainment industry for more than two decades, and her work (archived at filmsfromafar.com) has appeared in a variety of international publications and websites. She splits her time between the US and Spain, and when she's not teaching or spending time with her family, she can be found in front of a movie screen.

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Jennifer Green

a woman farmer flying a drone over a wheat field

My boys played with a drone in elementary school. When I saw the inexpensive toy nosedive in the backyard, I didn’t think their drone operating skills should be curated further.



Fast forward to 2024, and <a href="https://www.ziprecruiter.com/Salaries/Drone-Pilot-Salary" target="_blank" rel="noreferrer noopener">ZipRecruiter</a> states that the average annual pay for a drone pilot in the United States is $130,916 annually. A high salary for someone who doesn’t need an advanced education or to pass a challenging exam.



With my oldest son graduating high school in 2026, I’m now wondering if I should have rescued that fallen drone years ago—pursuing a <a href="https://successcom.wpenginepowered.com/making-a-successful-midlife-career-change/">career</a> as a drone pilot can now really pay off.



<h2 class="wp-block-heading" id="h-rapid-expansion-in-drone-use">Rapid expansion in drone use</h2>



Global demand for commercial drone pilots has rapidly expanded in recent years, according to <a href="https://www.flyingmag.com/which-industries-offer-entry-level-drone-pilot-jobs/" target="_blank" rel="noreferrer noopener">Flying magazine</a>, with no sign of slowing down. Even as many industries are narrowing, drone pilot employment opportunities have only expanded as more and more industries are embracing <a href="https://successcom.wpenginepowered.com/from-the-editor-ai-innovation/">evolving technologies</a>.



According to <a href="https://droneii.com/product/drone-market-report" target="_blank" rel="noreferrer noopener">Drone Industry Insights</a>, estimates indicate that the global drone market is anticipated to grow to $54.6 billion by 2030.



Opportunities for drone pilots are greatly increasing too. Pilots can work as self-employed freelancers, offering services to multiple clients, or take on full-time roles in companies or government organizations.



According to <a href="https://www.ziprecruiter.com/Salaries/Drone-Pilot-Salary" target="_blank" rel="noreferrer noopener">ZipRecruiter</a>, the three cities where the typical salary for a drone pilot job is above the national average are Mineral, Virginia; Carmel Valley, California; and Mercer Island, Washington.







<h2 class="wp-block-heading" id="h-straightforward-path-to-becoming-a-drone-pilot">Straightforward path to becoming a drone pilot</h2>



According to the <a href="https://www.faa.gov/uas/commercial_operators/become_a_drone_pilot" target="_blank" rel="noreferrer noopener">Federal Aviation Administration (FAA)</a>, to become a certificated remote pilot and fly a drone under the FAA’s Small UAS Rule (Part 107), you must obtain a remote pilot certificate from the FAA; be 16 years of age; be able to read, speak, write and understand English; be in physical and mental condition to safely fly a drone; and pass the initial aeronautical knowledge exam.



Companies such as <a href="https://pilotinstitute.com/courses/drones/" target="_blank" rel="noreferrer noopener">Pilot Institute</a>,<a href="https://www.thedroneu.com/" target="_blank" rel="noreferrer noopener"> Drone U</a> and others offer online and in-person courses that teach intermediary skills like drone operations and safety, as well as more advanced courses like thermography, videography and interactive modeling.



Drone schools also help students prepare for their <a href="https://www.faa.gov/uas/commercial_operators/become_a_drone_pilot#keepCurrent" target="_blank" rel="noreferrer noopener">remote pilot certificate</a> and aeronautical knowledge exam while offering ongoing education and employment advice.



<h2 class="wp-block-heading" id="h-drones-are-needed-in-more-industries">Drones are needed in more industries</h2>



Whether capturing stunning aerial footage for film and television, tracking acres of land for farming projects or steering surveying projects, drones are used everywhere.



Recent analysis from <a href="https://droneii.com/global-drone-industry-review-2024" target="_blank" rel="noreferrer noopener">Drone Industry Insights</a> indicates that advanced drone applications are diversifying across 17 industries, with photography, filming and specialized industrial uses increasing, showing a higher acceptance of drone technology.



<h2 class="wp-block-heading" id="h-here-are-some-of-the-leading-industries-hiring-drone-pilots-and-their-primary-job-duties">Here are some of the leading industries hiring drone pilots and their primary job duties:</h2>



Real estate: Studies show that properties with aerial photography are much more likely to sell than those without it. This sector requires basic flying and photography skills. Most jobs involve taking aerial photographs and videos of properties to enhance real estate listings.&nbsp;



Agriculture: Drones are valuable tools in precision agriculture and <a href="https://www.flyingmag.com/drones-give-lift-to-wildfire-reforestation/" target="_blank" rel="noreferrer noopener">forestry</a>. New drone operators can find work in agriculture but are mostly expected to have some existing experience. Pilots specializing in this sector often have extensive agricultural or forestry knowledge, so it could be difficult for a recently licensed operator to get in the door. 



Construction: Drones frequently monitor building progress, inspect structures and map large areas. Pilots must understand industrial inspection and general construction processes, have more advanced flying skills and know how to use specialized software and equipment to collect and integrate data.



Emergency response: One of the most challenging areas for drone pilots, the emergency response sector, employs drones for search and rescue operations, <a href="https://www.flyingmag.com/drones-deliver-meals-to-hurricane-impacted-floridians/" target="_blank" rel="noreferrer noopener">disaster management</a> and law enforcement. Working in emergency response can be dangerous and mentally and emotionally challenging. Law enforcement roles often require extensive training; becoming a law enforcement officer takes months or years of training.



Filmmaking: Drone pilots can capture aerial footage for television and film, enabling opportunities to be involved in creating shows and movies. Finding drone work in filmmaking can be more challenging than other industries with more advanced knowledge of photography, such as camera angles and cinematic tools. This niche area offers more creative opportunities beyond basic drone pilot qualifications and could advance a future career in moviemaking.



Energy: Drones offer a safer and more efficient way for companies in the <a href="https://www.autopylot.io/drone-business/drone-pilots-industries/" target="_blank" rel="noreferrer noopener">energy sector</a>, such as oil, gas and renewable energy, to operate and inspect infrastructure areas. From thermal imaging, environmental monitoring, surveying and performing inspections, drones help to cut costs and expand reach to these key players.



<h2 class="wp-block-heading" id="h-finding-a-drone-pilot-job">Finding a drone pilot job</h2>



Once the FAA qualifications are met to become a certificated remote pilot and you’re ready to explore job opportunities, it’s essential to evaluate the market and what’s available in the area of the country where you live or want to live. Whether it’s construction, real estate, filmmaking or agriculture, chances are there’s a need and hiring opportunity for drone pilots.



As technology continues to advance, the need for drone pilots will definitely increase. By entering one of these expanding industries, drone pilots will have job security with less risk and more financial advancement.



Photo courtesy of Scharfsinn/Shutterstock

Learn why being a drone pilot is now a highly sought after career and how you can find a job in this field.

Learn why being a drone pilot is now a highly sought after career.

Being a Drone Pilot Is Now In-Demand | SUCCESS

Why Being a Drone Pilot Is Now In Demand

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An interview with Robert Waldinger, M.D., director of the long-running Harvard Study of Adult Development



Achieving a good balance between work and home life sometimes seems impossible. But one decades-long study explores on how people try to make it work and some of the decisions they regret in this area.



To find out more, we spoke to <a href="https://www.health.harvard.edu/authors/robert-john-waldinger-md#:~:text=Robert%20Waldinger%20is%20a%20psychiatrist,of%20adult%20life%20ever%20done." target="_blank" rel="noreferrer noopener">Robert Waldinger, M.D.,</a> a clinical professor of psychiatry at Harvard Medical School, director of the <a href="https://www.adultdevelopmentstudy.org/">Harvard Study of Adult Development</a> and a Zen priest. He leads a psychotherapy teaching program at Massachusetts General Hospital and writes about healthy human development. His <a href="https://www.ted.com/talks/robert_waldinger_what_makes_a_good_life_lessons_from_the_longest_study_on_happiness?subtitle=en" target="_blank" rel="noreferrer noopener">TED Talk on happiness</a> has more than 47 million views.



This interview has been edited for length and clarity.



SUCCESS+: Can you share any research about work-life balance and its impact on our lives?



Robert Waldinger, M.D.: The Harvard Study of Adult Development is the longest study of the same people that’s ever been done. We started with some disadvantaged kids from Austin’s inner city and some undergrads, followed them all the way through their lives, brought in their spouses and brought in their children. What was unusual was [being] able to study people again and again their whole lives. We’re in our 86th year. It started in 1938. 



When people hit their 80s, we asked them to look back on their lives. [We asked], “What do you regret the most?” and “What are you proud of?” Many people regretted spending too much time at work and not enough time with people they cared about. 



The other interesting thing is many women said they wish they hadn’t worried so much about what other people thought. In terms of <a href="https://successcom.wpenginepowered.com/9-habits-that-support-a-work-life-balance/">work-life balance</a>, when people look back, they say, “I probably didn’t need to work that hard.” There’s this saying that I really like: “20 years from now, the only people who will remember whether or not you worked late are your children.” True. We get all caught up in this work stuff.



That said, one of the things we found was that a lot of people were very proud of their work and particularly proud of their relationships with people at work. Some would say, “I was a good boss, a good mentor or a reliable part of the team.” When people talked about work, they wouldn’t say, “I made all this money,” or, “I led this big company,” although some of them did. It was often about their relationships.



S+: You’re focused on what makes a good life, highlighting the importance of relationships. How does work-life balance factor into the equation of having a good life?



RW:&nbsp; The truth is you can’t have it all. We always get this message: “You can have it all!” Right? But there are only 24 hours in a day. So, it really means deciding. What are the things you care about? How are you going to make compromises because you can’t have it all? For example, my career isn’t nearly as developed as some of my colleagues. When my kids were growing up, I didn’t go out in the evening. I didn’t work much in the evening. I spent a lot of time with my kids because I really wanted to do that. Now, my kids are grown and gone. I can work as much as I want. But back then, it was a conscious choice.



I’m not saying I was virtuous. It was just what I wanted to do. Also, it’s always a work in progress. It’s not like you get it figured out and then you’re done. Because stuff is always happening. You’re getting a promotion or getting asked to move across the country, and you have to decide if it’s worth it for everybody. Work-life balance is a continual practice rather than a goal you reach.







S+: Does work-life balance change as you go through different stages of life?



RW: If you’re lucky. We hope people have the flexibility to do that—in their work lives and in their minds. Because if you’re a workaholic, you’re a workaholic no matter what else is going on in your life. But what we hope for is the kind of flexibility to say, “OK, now, I’m going to cut back on work because I’m going to devote more time to this other thing I really care about." 



Work-life balance implies we have a choice. And, sometimes, people’s jobs just won’t let them make choices like that. They have to really struggle to make ends meet, working two or three jobs. So, for them, they can say, “Yeah, work-life balance sounds great, except I have to pay the bills. I have to feed my family.”



S+: How can we reframe the idea of work-life balance, so it looks different in how we talk about it or think about it?



RW: Work-life balance is highly individual. And there’s also workplace culture. Some workplace cultures can support people being able to have a private life and take care of their families, and some workplace cultures don’t do that. Think about some of these consulting firms that basically say, “You’re an indentured servant, and we’re going to pay you a ton of money, and you’re going to have no life.” That’s a choice. Just give up your life, right? 



One of the things they’ve done in medicine is start making the hours less crazy… One of the reasons is they find that if we train young doctors to be bad at taking care of themselves, to have no private life, then they’re bad at taking care of patients. You cannot take care of other people if you don’t take care of yourself.



S+: Since work-life balance is very individualized, what are the key factors that contribute to working toward a healthy balance?



RW: <a href="https://successcom.wpenginepowered.com/sustainable-self-care/">Self-care</a>, first of all. Getting enough sleep, eating well, not being obese, getting regular exercise. I know, I sound like your grandmother. But what we found in our study is that the people who did those things lived, on average, 10 years longer than the people who didn’t. So, it really matters. 



Self-care is huge. Not being lonely. Having something to look forward to each day. Is the day just a slog and you’re just getting through [it], or are there things built in that you look forward to? It doesn’t mean that everybody has to love their job. It means that maybe you can cultivate some relationships in your job, find friends in your job, find things you enjoy about it, even if you don’t love making widgets.



S+: What advice would you give to those who work in jobs that lack meaning or fulfillment?



RW: At work, see if connecting with people might give you some sense of meaning. If you can find even just one friend at work, you want to show up.



S+: For those who might be feeling overwhelmed (such as new parents) is there a better goal to strive for than work-life balance during this particularly challenging time?



RW: Look for mutual support. That’s why moms’ groups can help with both tangible support and emotional support. Even online communities can help. It doesn’t always have to be in person. Otherwise, it’s so isolating. People who are marginalized for any reason, they’re lonelier. So, if you can do online stuff with people who are more like you or in the same situation, it makes a difference.



S+: What habits should people cultivate for better balance?



RW: Connect more with people because that usually makes people happier, and it’s more energizing. You don’t necessarily have to add time. If you commute, instead of just [scrolling] on your phone, call or text somebody you want to stay in touch with. If you’re at work, have lunch with people instead of eating alone. If you go to the gym, go with somebody. It’s also a much bigger incentive to do it. Combine <a href="https://successcom.wpenginepowered.com/why-friends-are-important/">social connection</a> with something you would do anyway.



Many of us feel a little shy about that. It feels safer just to stay in our little cocoon. They’ve done studies on this [and found that] people are way happier when they overcome that little bit of resistance and connect with others. One of the things they find is that peripheral relationships are really good, even for your career. So, broaden your social network, even if you’re just friendly and talk to different people. The people you know less well are the ones more likely to find you your next job or your next opportunity because they have networks that are farther outside of your [own].



S+: What’s one key takeaway you want SUCCESS+ readers to remember about work-life balance?



RW: I guess that it’s very individual. It’s particular to you and to your time of life…. Be sure to customize it. Nobody else’s work-life balance is going to be right for you exactly. So really check in with yourself about it. There isn’t a formula—and that’s really OK.



Learn more about Dr. Waldinger and his work at <a href="https://www.robertwaldinger.com/">www.robertwaldinger.com</a> and <a href="https://www.adultdevelopmentstudy.org/">www.adultdevelopmentstudy.org.</a>



This interview appears in the <a href="https://successcom.wpenginepowered.com/magazine/">November 2024 issue of SUCCESS+ Magazine</a>. Photo courtesy of Robert Waldinger

Discover the secret to living a rewarding life according to Harvard Medical School professor Robert Waldinger.

Discover the secret to living a rewarding life according to Robert Waldinger.

Robert Waldinger Reveals How to Live a Fulfilling Life | SUCCESS

Is It Really Possible to Achieve Work-life Balance?

Robert Waldinger Reveals How to Balance Work and Life | SUCCESS

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Lisa Beach is an Orlando freelance writer with 35+ years of experience and bylines in The New York Times, Conde Nast Traveler, Hotel Management, and USA Today. She also publishes a free newsletter called Expert•ish Freelancer. Check out her writer’s website at www.LisaBeachWrites.com and her newsletter at www.ExpertishFreelancer.com.

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Lisa A. Beach

employees

employees Archives

employees Archives | SUCCESS

human sustainability

human sustainability Archives

human sustainability Archives | SUCCESS

professional development

professional development Archives

professional development Archives | SUCCESS

work environment

work environment Archives

work environment Archives | SUCCESS

In a world where business success depends not only on financial performance but on the health and happiness of its workforce, human sustainability has emerged as a key priority. The term refers to creating an environment where employees can thrive, both personally and professionally, without burning out or feeling undervalued. With increasing recognition of the <a href="https://www.forbes.com/sites/oludolapomakinde/2024/06/30/employee-well-being-matters-in-corporate-strategy/#:~:text=Prioritizing%20employee%20well%2Dbeing%20positively,higher%20productivity%20and%20company%20profitability." target="_blank" rel="noreferrer noopener">link</a> between employee well-being and long-term business success, leaders are under pressure to put their people at the heart of company strategy.&nbsp;



Yet, despite widespread acknowledgment of its importance, only <a href="https://www2.deloitte.com/content/dam/insights/articles/glob176836_global-human-capital-trends-2024/DI_Global-Human-Capital-Trends-2024.pdf" target="_blank" rel="noreferrer noopener">12% of organization executives</a> are truly leading in this area, according to a Deloitte global study. That leaves a vast gap between intention and action.



If you’re working in a mid-level role or managing a team, you’re likely already feeling the impact of this disconnect: work stress, increased pressure from automation and uncertainty about the future. The good news is that intentional steps toward a people-first culture can help reduce stressors and create a more sustainable, productive work environment. 



<h2 class="wp-block-heading" id="h-why-organizations-don-t-do-human-sustainability-nbsp">Why organizations don’t do human sustainability&nbsp;</h2>



Despite its importance, human sustainability often remains an abstract concept within many organizations. One major reason is that sustainability efforts can seem like long-term investments without immediate payoffs. Executives may feel the pressure to prioritize quarterly results without investing in the systems and processes that support human sustainability.&nbsp;



Additionally, there’s a widespread misconception that building a sustainable workplace requires large financial investments. In reality, many of the most effective strategies—such as fostering open communication, creating a culture of feedback, and balancing workloads—require little more than intentional effort and a shift in leadership mindset. Still, this shift is challenging because it often involves breaking old habits and restructuring the way people work.&nbsp;



In an international survey conducted by Deloitte, <a href="https://www2.deloitte.com/us/en/insights/topics/talent/workplace-well-being-research-2024.html" target="_blank" rel="noreferrer noopener">80% of CEOs</a> acknowledged the importance of human sustainability in driving their organization’s long-term success. Yet only a small percentage have taken actionable steps to lead in this area. This gap affects company culture and the bottom line. Businesses that fail to create environments where employees feel supported may struggle with high turnover rates, decreased morale and reduced productivity.&nbsp;



<h2 class="wp-block-heading" id="h-employee-burnout-automation-and-job-security-nbsp">Employee burnout, automation and job security&nbsp;</h2>



For employees, the lack of focus on human sustainability translates directly into increased stress, uncertainty and disengagement. Many feel overwhelmed by workloads and anxious about the growing influence of automation and AI on their roles.&nbsp;



Millennials and Gen Zers, in particular, place a high value on purpose-driven work and are likely to leave a company that doesn’t align with their values or support their personal development, <a href="https://www.deloitte.com/content/dam/assets-shared/docs/campaigns/2024/deloitte-2024-genz-millennial-survey.pdf?dlva=1" target="_blank" rel="noreferrer noopener">according to the Deloitte survey.</a>



Automation only adds to this stress. As industries rapidly adopt AI and machine-learning technologies, employees fear being replaced. This uncertainty about the future leaves workers anxious and disengaged. For organizations that want to retain top talent, addressing these concerns through human sustainability efforts is no longer optional—it’s essential.&nbsp;



Human sustainability addresses these challenges by ensuring that employees aren’t just surviving at work but thriving. A people-first culture helps improve coping capabilities and prepares your workforce for innovation and automation by investing in upskilling and lifelong learning initiatives that empower employees to adapt and grow alongside technological advancements.



For example, encouraging team members to use AI or other innovations to improve processes and jobs equips them with the mindset and skills needed to embrace, rather than reject, technology that enhances their own performance.&nbsp;



<h2 class="wp-block-heading" id="h-6-ways-to-create-a-culture-of-human-sustainability-nbsp">6 ways to create a culture of human sustainability&nbsp;</h2>



If you’re a mid-level manager or employee looking to foster a culture of human sustainability within your organization, you don’t need to wait for directives from the top. There are practical steps you can take today to move your organization in the right direction:&nbsp;



<h3 class="wp-block-heading" id="h-1-start-with-values-alignment-nbsp">1. Start with values alignment&nbsp;</h3>



A sustainable workplace begins with shared core values. Mid-level managers can play a crucial role by ensuring their teams understand and align with the organization’s core values. This alignment provides a strong foundation for decision-making, helps teams stay focused on shared goals and increases overall engagement.



However, values can’t just live on the company website—they must be embedded into how teams work day-to-day. For example, a company that values innovation should empower employees to experiment, take risks and fail without fear of reprimand. A core value that would exemplify the behavior you encourage in this case might be “<a href="https://future.com/grow-or-die-supergoals/" target="_blank" rel="noreferrer noopener">grow or die</a>.”&nbsp;



<h3 class="wp-block-heading" id="h-2-foster-open-communication-nbsp">2. Foster open communication&nbsp;</h3>



One of the biggest drivers of work-related stress is the lack of communication between employees and leadership. Open communication creates transparency and reduces uncertainty, helping employees feel more secure and valued. Regular check-ins, team huddles and anonymous pulse surveys are effective ways to encourage feedback and create a culture of openness. Being relational in words, actions and behaviors fosters this culture throughout the organization, starting with leadership.



HubSpot, a software company, exemplifies this approach. They regularly hold “ask-me-anything” <a href="https://community.hubspot.com/t5/Ask-Me-Anything-and-Panel/bd-p/ama_discussions" target="_blank" rel="noreferrer noopener">(AMA) sessions</a>, where employees can anonymously ask senior leadership questions—no topic is off-limits. This transparency fosters trust, lowers stress and makes employees feel their voices are heard.&nbsp;



<h3 class="wp-block-heading" id="h-3-balance-skill-development-with-new-challenges-nbsp">3. Balance skill development with new challenges&nbsp;</h3>



Research has shown that employees are happiest when they are challenged just enough to feel growth without becoming overwhelmed—something I call the “skills/challenge balance.” This balance is crucial for sustaining employee motivation and engagement. Managers can address this by frequently assessing individual workloads and development opportunities and keeping a pulse on this over a team member’s development journey quarterly.&nbsp;



Highlighting this balance is important, as too little challenge leads to boredom and too much can cause stress and disengagement. Use quarterly reviews to ensure that team health is solid and members are in the “sweet spot”—constantly growing but not overwhelmed.



<h3 class="wp-block-heading" id="h-4-leverage-cognitive-and-behavioral-assessments-for-better-fit-nbsp">4. Leverage cognitive and behavioral assessments for better fit&nbsp;</h3>



Many organizations miss the mark by placing employees in roles that don’t match their natural abilities or strengths. This is where cognitive and behavioral assessments can be extremely useful, such as the <a href="https://www.kolbe.com/our-approach/" target="_blank" rel="noreferrer noopener">Kolbe index</a> or <a href="https://www.gallup.com/cliftonstrengths/en/254033/strengthsfinder.aspx" target="_blank" rel="noreferrer noopener">CliftonStrengths</a>. These tools help managers understand how employees approach problem-solving and handle tasks, ensuring they are placed in roles where they can thrive. For example, someone who excels in a high attention to detail, fact-finding research position may struggle in a fast-paced sales role, even if they have some of the necessary skills.&nbsp;



By leveraging these assessments, companies have seen significant improvements in employee satisfaction and productivity. Placing the right person in the right role is crucial to unlocking potential and driving long-term success.&nbsp;



<h3 class="wp-block-heading" id="h-5-prioritize-work-life-balance-and-flexibility">5. Prioritize work-life balance and flexibility</h3>



For millennials, flexibility is a requirement. Flexible work arrangements, such as remote work options and flexible hours, help employees manage their personal lives alongside their professional responsibilities. Work-life harmony is critical to human sustainability because it directly impacts employee health and happiness.&nbsp;



Unilever, for example, has been at the forefront of flexible work policies. The company offers something called <a href="https://www.unilever.com/sustainability/future-of-work/future-workplace/" target="_blank" rel="noreferrer noopener">U-Work</a>, where employees get a monthly retainer and benefits but work different assignments when needed. In between assignments, they can take breaks to do other things, like travel or work at other jobs. This approach helps retain top talent and enhances productivity as employees feel more empowered and in control of their time.&nbsp;



<h3 class="wp-block-heading" id="h-6-lead-with-your-heart-nbsp">6. Lead with your heart&nbsp;</h3>



Heart-centered leadership, a concept I champion, emphasizes leading with genuine care and concern for your team. It’s about showing empathy, listening actively and creating an environment where employees feel supported. This type of leadership is essential for human sustainability because it fosters trust and connection, which are key to employee retention.



Companies that lead with heart tend to see higher levels of engagement and loyalty. Patagonia is a key example of this approach. Known for its strong <a href="https://www.patagonia.com/our-footprint/" target="_blank" rel="noreferrer noopener">environmental mission</a>, Patagonia also prioritizes its people by offering generous benefits, including <a href="https://careers.patagonia.com/us/en/benefits#:~:text=We%20provide%2018%20paid%20activism,their%20communities%20in%20meaningful%20ways." target="_blank" rel="noreferrer noopener">paid time off for activism</a>. This heart-centered approach builds a culture of loyalty and commitment among employees.&nbsp;



<h2 class="wp-block-heading" id="h-ensuring-human-sustainability-lasts-at-your-company">Ensuring human sustainability lasts at your company</h2>



Building a sustainable, people-first culture doesn’t happen overnight. It requires ongoing effort, intentionality and a commitment to change. The key is focusing on long-term benefits over short-term gains. As a mid-level manager or employee, you play a crucial role in making this shift happen.&nbsp;



Here are additional steps to ensure a lasting impact:&nbsp;



<ul class="wp-block-list">
<li>Implement continuous feedback loops: Regular feedback allows for constant growth and improvement. Create systems where feedback is normalized, both from leadership and among peers.&nbsp;</li>



<li>Invest in employee development: Offer training programs, <a href="https://successcom.wpenginepowered.com/how-to-find-a-mentor/">mentorship</a> opportunities and support for employees to continue learning. This not only benefits the company but also prepares employees for the challenges of tomorrow.&nbsp;</li>



<li>Celebrate wins: A culture that celebrates success fosters positivity and engagement. Make it a point to recognize both individual and team accomplishments regularly.&nbsp;</li>
</ul>



The expression “Culture eats strategy for breakfast” is appropriate here. For organizations truly committed to human sustainability, now is the time to act. By investing in your people, creating open lines of communication, and fostering a supportive environment, you’re enhancing the workplace and setting the stage for long-term success. Your company—and your teammates—will thank you.



Photo by: adriaticfoto/Shutterstock.com

Human sustainability can create a beneficial cycle in the workplace that improves organizational outcomes. Here are 6 steps to help prevent workplace burnout in your company.

In a world where business success depends not only on financial performance but on the health and happiness of its workforce, human sustainability has | SUCCESS

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6 Steps to Implementing Human Sustainability in the Workplace

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Kelly Knight is an expert builder of teams. She is hard-wired to find and grow other talented people, guiding them to reach their maximum potential. After spending 20 years in the financial services industry, managing and leading dynamic organizations, Knight has been serving as the integrator at EOS Worldwide since 2016. EOS Worldwide, which has been named to the Inc. 5000 for three consecutive years as one of America’s fastest-growing companies, as well as to the 2022 Inaugural Inc. Power Partner list, has helped thousands of entrepreneurs all over the globe get everything they want from their businesses.

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Kelly Knight

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When Jonathan Fields was working as a lawyer in one of the biggest law firms in the country, enduring long hours and massive amounts of stress, he became an unexpected witness in one of the most important trials of his life. After being hospitalized when his immune system shut down due to a massive infection, he traded law for his health. As a result, he embarked on a wellness journey that led him to owning a fitness studio, a yoga studio and two movements that disrupt our concept of a "good life."



On his top-ranked <a href="https://www.goodlifeproject.com/" target="_blank" rel="noreferrer noopener">Good Life Project</a> podcast, which launched in 2012, Fields has had deeply personal conversations with some of the most well-regarded thought leaders of our time. But he says that it’s not the renown of those he interviews that moves the needle. It's the fact that they’ve figured out something important—and are willing to share it.



Fields himself has always had something to share. Self-described as a person “almost pathologically steeped in possibility,” he’s “had a deep fascination with the way that we work… and the way that it makes us feel.”



Two years after his third book, <a href="https://amzn.to/3TNkPAr" target="_blank" rel="noreferrer noopener">How to Live a Good Life</a>, came out, he found the spark of an idea that would change the trajectory of both his career and hundreds of thousands of others'. He was creating a new way to look at work.



<h2 class="wp-block-heading" id="h-careers-that-make-us-come-alive">Careers that make us come alive</h2>



Fields wanted to better understand the impulses that drive us to work and how we could more effectively align with those impulses in a way that made us feel good. He started looking for things that existed in every person, regardless of job titles, industries or companies—intangible things that people took with them wherever they went because they were inherent and personal, not learned or cultivated. He looked for people’s alignment with the work they were doing and what made them feel energized and excited.



“I literally started deconstructing massive lists of industries and jobs and roles and titles to see if we could identify them,” Fields recalls. “And it distilled down to these 10 core impulses really quickly. They just kept showing up over and over and over in different patterns.”







He the nrealized that he could form archetypes from these impulses. “So we started calling them ‘Sparketypes’ for fun—shorthand for the archetype for work that sparks you…. We spent all of 2018 building the <a href="http://sparketype.com/Sparketest" target="_blank" rel="noreferrer noopener">Sparketype assessment</a>—building it up, breaking it down, rebuilding it, running beta testers through it—until we found that it was pretty robust and pretty stable, and people were reporting solid results that felt really on point. Then we released it out of beta at the end of that year and were kind of not ready for what happened after that.”



To date, more than a million people have taken the Sparketype assessment, offering up over 50 million data points. In 2021, Fields wrote a book about it, <a href="https://amzn.to/4evfshu" target="_blank" rel="noreferrer noopener">Sparked</a>, and he started the <a href="https://podcast.sparketype.com/" target="_blank" rel="noreferrer noopener">Sparked podcast</a> in 2022.



<h2 class="wp-block-heading" id="h-how-sparketype-differs-from-other-career-assessments">How Sparketype differs from other career assessments</h2>



While there are several great assessments on the market, Fields notes that his is focused in a specific way. “We’re looking at the question, ‘What is the underlying impulse for effort or work that makes a person come alive?’ Because if we can identify that and then help somebody align the work they’re doing with that, everything changes—both for them and for the organizations that they might work for and for the people they’re in service of.”



Knowing your Sparketype, he says, gives people a chance to <a href="https://successcom.wpenginepowered.com/how-to-discover-yourself-with-24-true-self-quotes/">figure out who they really are</a>. They can then make the necessary shifts to get to where they’d like to be. He recognizes, though, that not everyone has the luxury of making grand career moves just because their work doesn't make them feel alive. Often, circumstances simply don’t allow for it.



“Maybe I’m working three jobs; I’m supporting extended family,” he says. “I’m not going to blow anything up to try and figure out how to make this a center and start over and rebuild around it.… But at the same time, that doesn’t mean that you have to walk away from this impulse. 



“That means that maybe [you take] 15 minutes a day or an hour on a Saturday and a Sunday morning on the weekends [to] find a way to make art or to volunteer to be of service.”



<h2 class="wp-block-heading" id="h-how-can-sparketype-change-your-life-for-the-better">How can Sparketype change your life for the better?</h2>



If the work you’re doing doesn't align with who you are, it’s going to affect your relationship with yourself. It may impact your physical and <a href="https://successcom.wpenginepowered.com/mental-health-first-aid/">mental health</a>, as well as your relationships with others.



Fields looked for correlations between doing the work indicated by your Sparketype and feelings of:



<ul class="wp-block-list">
<li>Meaningfulness</li>



<li>Energy and excitement</li>



<li>Flow</li>



<li>Expressed potential or performance</li>



<li>Purpose in life</li>
</ul>



“And the data actually proved that out in a really strong way," he says. "We know the more that you say you’re doing the work of your Sparketype, the more likely you are to actually experience all five of those states.



“The opposite is also true. The less that you say you’re doing the work of your Sparketype, the less likely you are to say that you experience all or any of those five states," he adds. "And those five states are really important to individuals—but also as an entrepreneur and to leaders and to founders and organizations—because on a human level, they’re critical to flourishing. We need a sense of meaning and purpose.”



He’s proud that the tool he created helps productivity and efficiency. But at its core, it “creates a more human environment where people can feel like they’re seen and appreciated and more empowered to actually do the things that make them feel the way that they want to feel.”



Photo by Kiefer Photography/Shutterstock.com

Discover how Sparketype from Jonathan Fields, cofounder of the Good Life Project, can help you find work that makes you come alive.

Discover how Sparketype from Jonathan Fields, cofounder of the Good Life Project, can help you find work that makes you come alive. | SUCCESS

Get Sparked With Jonathan Fields' Sparketype Assessment

Get Sparked With Jonathan Fields&#8217; Sparketype Assessment

Introducing the Sparketype Assessment From Jonathan Fields | SUCCESS

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Stefanie Ellis is a food and travel writer, as well as PR strategist and content creator for her own company. She has bylines in The Washington Post, BBC Travel, Eating Well, Saveur and more, and her clients are thought leaders in finance, branding, healthcare and the food and beverage space, with a former NBA player and duct work company thrown in for good measure. You can get in touch at stefanieellis.com or on Instagram @40somethingunicorn.

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