Your influence starts with your level of wellbeing.

Another lockdown and another damper on people’s energy levels. Here in Sydney, many leaders I have spoken with over the last few weeks feel a bit flat. Endless, back-to-back ZOOM and phone meetings plus limitations on how you can recharge your mojo are slowly taking its toll.

It’s not a new situation and most companies offer many support resources to improve wellbeing. Most individuals have learned a few things about how to stay well during these challenging times. However, as everyone’s situation at home and work is very different, we are all facing very different challenges. It’s important to remember this every time you have a conversation with someone.

Here are a few thought starters for you to reflect on what might be hindering you or your team to be at their best and to perform well.

1. Wellbeing is often seen as a separate, stand-alone activity.
One of the most important principles in nature is that everything is connected. E.g., the way you manage your energy impacts the impression you have on people you come in contact with. Do they (unconsciously) perceive you as inspiring, passionate, calm, scattered, flat, exhausted, grumpy or how? Most organisational leaders don’t have the authority to tell others what to do. Thus, influence starts with managing your own state. Do you connect your wellbeing activities closely to sustainable performance expectations?

2. Lack of effective wellbeing habits.
We know all the things we should do to be well (eat well, sleep well, move well, get outdoors, be social, do something meaningful, think well…and so on). Organisations offer a broad suite of activities you can use. Which of these are the right ones for you right now and how can you implement them in a sustainable way in your day-to-day life? Even though plenty of solutions are available, it’s not easy to build sustainable habits. Who supports you in doing this?

3. Limited awareness of influencing systems.
Uncertainty and complexity of a situation quickly lead to overwhelm. Do you create some form of system map that shows how your challenge is connected to everything else around you? Where do you find the best lever to effectively influence change? How can you manage your context and set boundaries if needed?

Lots to think about. Wishing you fruitful reflections and discoveries.

Naturally yours,

Ingrid