WELLNESS – the NWOW (NEW-WORLD-OF-WORK*™) chill-pill for mental health?

WELLNESS – the NWOW (NEW-WORLD-OF-WORK*™) chill-pill for mental health?

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  TOUCHPOINT: DEVELOPING PEOPLEWHERE IT MATTERS VUCA 3.0 – 2021 and BEYOND WELLNESS AND WELLBEING IN A VUCA WORLD- The N*W*O*W* chill-pill for mental health in the workplace Gail Mervis 0826001847 [email protected] GAIL MERVIS 11 FEBRUARY 2021
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  Video Clip ● https://www.youtube.com/watch?v=MqQh9t-VLIY
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  The VUCA Context: •Uncertainty in world politics after the ‘collapse of the Cold War’ and in business scenarios and leadership is where VUCA 1.0 was born: • And it was born out of an increasing inability to grasp the world and to deal with the things happening around us. Uncertainty Turbulence Rapid change Disruption Complexity Hyper-competition High-velocity markets Automation Unpredictability Globalisation Financial Turmoil Innovation Remind you of anything???? And 30 years on? 2021 – it’s got central billing again.......... So... ... Actually..... We’ve done this B4..... Maybe..... Ok not EXACTLY – but definitely somewhat 
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  COMMONALITIES # DIFFERENCES # SITUATIONAL Gail Mervis 0826001847[email protected]
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  The reality is... Notsince the Second World War have so many people in so many places been traumatised at once!
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  Rapid-fire changes areputting extreme pressure on business leaders to lead in ways not heretofore seen - and this doesn’t even start to take into account the trauma of retrenchments, vapourised jobs, reduced workforces, cancelled contracts, loss of revenue, massively increased operational expenses etc etc etc... That’s factualilty! That was 2020 as we knew it! And for now – it’s 2021 as well  This is not Business as usual – it’s business unusual *
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  VUCA ...............of tenot!!!!! / LABELS... LABELS... LABELS.... The world of business and the world of work inferences uncertainty, turbulence, rapid change, dynamism, disruption, complexity, hyper-competition, high-velocity markets and flux. ● The world is VUCA ● Life is VUCA ● Okay so maybe the universe is VUCA ??  Let’s not make that the inhibitor - but rather the promoter... VOLATILE* UNCERTAIN * COMPLEX * AMBIGUOUS V O L A T I T E * U N C E R T A I N * C O M P L E X * A M B I G I U O U S
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  So - let’sstart from the base where we acknowledge that volatility, uncertainty, complexity and ambiguity IS the world of work... ... and that the world of work is not:  the mastery of a leadership style  the implementation of a strategy  short-term business challenge
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  What if we'vegot this???? ● We’ve coped - we’ve survived - we’ve had some casualties, sure - and to a large extent we thrived. ● That doesn't mean resting on our laurels and going forth into uncertainty ● These are business (and life) disruption contenders - For sure! ● Though it does mean shifting the lens of the N*W*O*W to a vantage point that gives clarity and removes debilitating blindspots ● We conquered Y2K right? ● So why waste another good crisis! ● But really –is this ‘unprecedented time’ that we are living in –really that unprecedented?
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  So let’s lookat some of those pointers from the video:
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  Also.....
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  This is NOTPROMULGATING ANARCHY But rather a call for evolved, inclusive leadership – recognised at all levels of the organisation and ACCOMMODATING ALL LEVELS OF THE ORGANISATION.
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  There’s a kindof continuum emerging.... ● RIGHT! Right? ● So we don’t know what we don’t know.... ● Heard that one before ?
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  But what ifwe do know??? ● The N*W*O*W is real – its here – and its mutating ● Co-evolution is replacing “revolution” # industrial; technological; digital; 4IR ● We are speeding up the need to REIMAGINE the future ■ the world of work ■ the way we do work ■ and the people that make it all happen Gail Mervis 0826001847 [email protected]
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  The video tellsus ....
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  This requires ashift .......from CONTENT to CONTEXT What does this means for business as we RE-IMAGINE into the future... There are many challenges: And we have to get them RIGHT! As organisations AND LEADERS: • we need to be stronger and self-sustaining • we need to be more accommodating and collaborative • we need to be resilient flexible and wise • we need to understand that people are not an HR commodity or a labour force boxed comfortably into the Excel spreadsheet column of human capital • We need to get that content // context Gail Mervis 0826001847 [email protected]
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  And now, lookingforward –What lies ahead? ● The NWOW ● Mental health: Wellness and Wellbeing ● VUCA ; VUCA 2 and hulllllloww VUCA 3.0 ● From surviving to thriving in a VUCA world ● The organic wholeness of the HB
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  The N*W*O*W* Is WELLNESSthe chill-pill for mental health???
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  Mental health: Wellness andWell-being An active process of choice for an improved existence focused on holistic and optimal health. It is based on an individual pursuit – and is not a static state of being. Is an experiential state of health, happiness, prosperity, mental acuity, and feeling of wellness associated with life satisfaction, meaning, purpose, engagements, accomplishments, and the ability to manage stress and adapt to circumstantial situations. Health is a state of body / wellness is a state of being. And you have to PLAN for this to be present and available in Business – it is not osmotic!!!
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  Good mental healthis relevant to everyone everywhere !!!! The health and well-being of the workforce is in direct proportion to the health and well-being of the organisation “Put people first during tough times in your contact centre - Rebecca Gibson May 2020 - from Gibson Learning and Performance And you have to PLAN for this to be present and available in Business – it is not osmotic!!!
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  The researchers foundthat 35% of the survey respondents were experiencing some of these physical symptoms that included: frequent headaches, nausea, heartburn, eating problems, [heart] palpitations, sleep problems and muscle pains and aches at both a psychological and physical level. Professor Stoffel Grobler from Mindful Revolution cautions that we “should over-estimate the mental health impact of COVID-19 rather than under- estimate it”
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  In South Africathe figures we have indicate: • 56% of the workforce experienced higher levels of psychological and emotional distress • 35% of the workforce have experienced 'layoffs‘ • 25% of the workforce have experienced reduced working hours • 81% had adopted unhealthy eating habits • 68% are worried about the impact of the pandemic on society and the economy • 33% have trouble concentrating • 20% of couples admitted experiencing relationship issues; and spousal abuse has increased by 5% • 52% have trouble sleeping • 49% feel anxious, 48% frustrated, 31% depressed and a significant 6% have admitted contemplating suicide • Nearly half the respondents admitted to wanting to reach out to a therapist for help during the pandemic Source: 14 October 2020
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  WE ARE A STRESSED WORKFORCE! Gail Mervis 0826001847[email protected]
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   Stress isthe non-specific response of the body to any demand for change and/or uncertainty that threatens the psychological, physiological and social well-being of an individual.  The body's response to stress is hormonal, respiratory and cardiovascular weakens the immune system  Stress generally occurs when there is an interaction between a person and their environment that exceeds their adaptive capabilities -the world becomes a threatening place  In September 2020 it was reported that resilience amongst the workforce is at risk! This means that employees have reduced speed and ability to recover from challenges – and there is functional inadequacy as a result.
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  Let's have alook at the impact of stress on: o Wellness o Well-being o The brain BECAUSE WE NEED A STRONG HEALTHY ROBUST RESILIENT WORKFORCE TO CARRY OUR ORGANISATIONS INTO THE FUTURE AS IT EMERGES
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  Neuro-agility.... Or not? DrAndre Vermeulen – Nero-Link Neurotransmitters Neuro-agility is about optimising all brain-based elements that impact the ease, speed and flexibility with which people think, learn and process information.
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  Drivers that optimisebrain performance – Neuro Agility The ease and speed at which you think, learn and process information is dependent on the health of the above dashboard. Dr Andre Vermeulen – Nero-Link A healthy outside starts from the inside. Illness and wellness is a continuum – with disease at one end of the spectrum and optimal health at the other. Innovation suffers acutely when the workforce is disengaged for any particular reason – and this has long- term consequences.
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  COVID-19 has taughtus that when humanness, volatility, vulnerableness and mental health is challenged - there is no capital to tally on the balance sheet. The sum total of our business output is directly proportionate to the sum total of our workforce wellness. This is no longer a discussion for the internal ‘wellness committee’; ICAS or Team Leaders to manage in isolation. It’s a corporate strategy line item – if not the number one line item – and it needs to sit on the SOP documentation; right there with values, vision, mission, projects and budget bullet points. You need a ROLLOUT PLAN, IMPLEMENTATION STRATEGY and QMS to activate a H&S FRAMEWORK. Its an $8b dollar Industry – and COVID-19 showed how it’s failing!
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  VUCA VUCA PRIME VUCA 2 ProposingVUCA 3.0 Gail Mervis 0826001847 [email protected] So this becomes about people in all the VUCA’ing! IT’S TIME FOR A BRAND NEW ITERATION
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  VUCA - Firstiteration in organisations: (Previously military) +/_ 1987 based on leadership theories V – Volatility U – Uncertainty C – Complexity A - Ambiguity referenced an increasing inability to grasp the world and deal with the things happening around us.
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  VUCA PRIME –A STRATEGIC AMENDMENT By ROBERT JOHANSEN - 2007 V – Vision U – Understanding C – Clarity A - Agility Johansen put this together as a response to VUCA 1.0 to support leaders in implementing organisational change without losing strategic momentum and direction – and the two work in dynamic equilibrium. VUCA ‘ VUCA 1 AND A BIT 
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  VUCA – 2.0:30 years on.... 2018 – BILL GEORGE (HBS) – THE VUCA ANTIDOTE V – Vision U – Understanding C – Courage A - Adaptability V O L A T I T E * U N C E R T A I N * C O M P L E X * A M B I G U O U S
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  VUCA 3.0 –2021 and BEYOND V – Vulnerability U – Unity C – Compassion A – Authenticity In 3 short years since Bill.... EVOLUTION
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  That's why VUCA3.0 is an imperative in the N*W*O*W* 1 2 3.O Gail Mervis 0826001847 [email protected] 1. a bit
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  From surviving to thriving in aVUCA 3.0 world • VULNERABILITY • UNITY • COMPASSION • AUTHENTICITY
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  The “lens ofbusiness” needs to shift drastically to accommodate sustainability. o There’s going to be casualties – that’s inevitable. That’s Pandemic fallout and automation consequences! Wellness and wellbeing, if not addressed as a priority, will make this fallout devastating. o As organisations we need to be stronger and self-sustaining - yet more accommodating and collaborative. We need to be resilient, flexible and wise - and we need to see that people are not an HR commodity or a ‘labour- force’ boxed comfortably in the Excel spreadsheet column of Human Capital. This new future of work is defined by Knowledge Resources as : a world driven by ‘collective purpose and well-being’. Therefore we need to look at a recovery, reform and regeneration strategy that genuinely has people at its core.
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  BE THE ENABLER OF “STUFFHAPPENING” Gail Mervis 0826001847 [email protected]
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  In May 2020,Rebecca Gibson from Gibson Learning and Performance - a company that plays in the contact centre realm – reconfigured operational intent around two key questions:  What do I want others to remember about this tough time?  How do I want others to feel about how they were treated by me and the company? CAPACITATE YOUR STAFF FOR EXCELLENCE! #
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  The organic wholeness of the HB... ............
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  It’s visceral whencompanies invest in the wellness of their people – as much as when they don’t ...
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  What are someof the available options? WELLNESS AND WELLBEING
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  FREE SUBSCRIPTION TOELEVATED
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  Enter via email- Share your story: [email protected] CLOSING DATE 19 MARCH 2021 Open to SA DELEGATES ONLY – for now  W h at d o e s y o ur N * W*O*W* l o ok l i k e a n d h o w d o y o u p l an t o i n c orp orate a n d a l i gn w i t h t h e V U CA 3 . 0 l e ader shi p m e t hodol og y ?  Approximately 500 words
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  Tough times don’tlast … but employees’ memories of how they were treated during tough times do. This is an opportunity to pause and consider: “How can I best help my team right now? What can I do about this situation to soften the edges, bring some levity, and add some humanity?” Help employees to feel they were at the centre of decisions which affected them and to see themselves – their perspectives, their values, their contributions - in how you navigated this time. “I hope each of us learns something valuable about ourselves during this crisis, and that we end this feeling stronger, more connected, and more resilient than when we started”. Rebecca Gibson Our ability to face tough times becomes part of our shared story – we’ve gotten through tough times together, and together we can handle whatever comes next.
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  THANK YOU! Questions? Gail Mervis0826001847 [email protected]