Change is hard, and instituting a workplace wellness program may be a big change for your practice. Preparing for obstacles ahead of time can make them easier to face.
It has been three months since you started what seems to be a successful wellness program. A handful of teammates go for a short walk around lunchtime every day; there’s a chart comparing team member’s daily water intake; and the bulletin board is peppered with “daily gratitude” posts.
However, last night was the third night this week most of the team had to work late with last-minute emergencies. This morning, a group is venting their frustrations and questions whether the organization’s commitment to wellness is legitimate since employees continue to have to stay late with little notice. You’re worried that the organization financially must take on this additional work.
Where might business objectives and wellness objectives conflict? Where might they work together?
Team members may have different ideas of what wellness means to them. What are your team’s highest wellness priorities?
How will your team know you have "enough" wellness in your organization?
Implementing a true wellness culture might require investment that pays off in the long term but requires sacrifices in the short term. List some examples where making a long-term investment has paid off for your organization despite short-term expense.
Set clear, reasonable team expectations. Some desired wellness changes may not be possible for the organization. Match job descriptions and work schedules to typical work requirements, including when additional hours or tasks may be required, under what circumstances, and who makes the ultimate decision.
Plan ahead. Careful examination of common business patterns and creative problem-solving may help prevent unexpected wellness challenges. Empower the whole team to contribute by actively asking for ideas and suggestions.
Test alternatives. Instead of assuming the status quo is better, test alternative strategies that improve team wellness. When making a new change, rather than turning back at the first sign of trouble, set objectives and red flag boundaries that signal a problem. For example, revisit a new policy if two competitors begin to offer longer hours, or if expenses rise by a certain percentage.
Revisit how your team communicates a sense of urgency about wellness and your vision of wellness for the organization.
Keep it fun and flexible. Great wellness programs are self-sustaining because participating is easy and feels good. Not every wellness idea will work for every team. Try something new if your current plan isn't panning out.
Ask employees who aren't participating if they feel comfortable sharing their obstacle to participation, and provide assistance generating potential solutions.
Lack of motivation